Difference between revisions of "Participatory Leadership"

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Great summary graphic contrasting traditional work styles with participatory leadership.
 
Great summary graphic contrasting traditional work styles with participatory leadership.
  
 
Via http://chriscorrigan.com/parkinglot/?p=2282
 
Via http://chriscorrigan.com/parkinglot/?p=2282
  
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<table border="1" cellspacing="0" cellpadding="0">
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<tbody>
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<tr>
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<td width="232" valign="top">
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<p align="center"><strong><span lang="EN-GB">Traditional ways of working</span></strong></p>
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</td>
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<td width="232" valign="top">
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<p align="center"><strong><span lang="EN-GB">Participatory leadership complementing</span></strong></p>
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</td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Individuals responsible for decisions</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Using collective intelligence to inform decision-making<span> </span></span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">No single person has the right answer but somebody has to decide</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Together we can reach greater clarity - intelligence through diversity</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Hierarchical lines of management</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Community of practice</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Wants to create a FAIL-SAFE environment</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Creates a SAFE-FAIL environment that promotes learning</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Top-down agenda setting</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Set agenda together</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">I must speak to be noticed in meetings</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Harvesting what matters, from all sources</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Communication in writing only</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Asking questions</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Organisation chart determines work</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Task forces/purpose-oriented work in projects</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">People represent their services</span></td>
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<td width="232" valign="top"><span lang="EN-GB">People are invited as human beings, attracted by the quality of the invitation</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">One-to-many information meetings</span></td>
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<td width="232" valign="top"><span lang="EN-GB">A participatory process can inform the information!</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Great for maintenance, implementation (doing what we know)</span></td>
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<td width="232" valign="top"><span lang="EN-GB">When innovation is needed – learning what we don&#8217;t know, to move on – engaging with constantly moving targets</span></td>
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</tr>
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<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Information sharing</span></td>
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<td width="232" valign="top"><span lang="EN-GB">When engagement is needed from all, including those who usually don&#8217;t contribute much.</span></td>
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</tr>
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<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Dealing with complaints by forwarding them to the hierarchy for action</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Dealing with complaints directly, with hierarchy trusting that solution can come from the staff</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Consultation through surveys, questionnaires, etc.</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Co-creating solutions together in real time, in presence of the whole system</span></td>
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</tr>
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<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Top-down</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Bottom-up</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Management by control</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Management by trust</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Questionnaires (contribution wanted from DG X)</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Engagement processes – collective inquiry with stakeholders</span></td>
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</tr>
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<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Mechanistic</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Organic – if you treat the system like a machine, it responds like a living system</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Top down orders – often without full information</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Top-down orders informed by consultation</span></td>
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</tr>
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<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Resistance to decisions from on high</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Better acceptance of decisions because of involvement</span></td>
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</tr>
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<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Silos/hierarchical structures</span></td>
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<td width="232" valign="top"><span lang="EN-GB">More networks</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Tasks dropped on people</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Follow your passion</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Rigid organisation</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Flexible self-organisation</span></td>
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</tr>
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<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Policy design officer disconnected from stakeholders</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Direct consultation instead of via lobby organisations</span></td>
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</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">People feel unheard/not listened to</span></td>
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<td width="232" valign="top"><span lang="EN-GB">People feel heard</span></td>
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</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Working without a clear purpose and jumping to solutions</span></td>
 +
<td width="232" valign="top"><span lang="EN-GB">Collective clarity of purpose is the invisible leader</span></td>
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</tr>
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<tr>
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<td width="232" valign="top"><span lang="EN-GB">Motivation via carrot &amp; stick</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Motivation through engagement and ownership</span></td>
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</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Managing projects, not pre-jects</span></td>
 +
<td width="232" valign="top"><span lang="EN-GB">Better preparation – going through chaos, open mind, taking account of other ideas</span></td>
 +
</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Focused on deliverables</span></td>
 +
<td width="232" valign="top"><span lang="EN-GB">Focused on purpose – the rest falls into place</span></td>
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</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Result-oriented</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Purpose-oriented</span></td>
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</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Seeking answers</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Seeking questions</span></td>
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</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Pretending/acting</span></td>
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<td width="232" valign="top"><span lang="EN-GB">Showing up as who you are</span></td>
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</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Broadcasting, boring, painful meetings</span></td>
 +
<td width="232" valign="top"><span lang="EN-GB">Meetings where every voice is heard, participants leave energised</span></td>
 +
</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Chairing, reporting</span></td>
 +
<td width="232" valign="top"><span lang="EN-GB">Hosting, harvesting, follow-up</span></td>
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</tr>
 +
<tr>
 +
<td width="232" valign="top"><span lang="EN-GB">Event &amp; time-focused</span></td>
 +
<td width="232" valign="top"><span lang="EN-GB">Good timing, ongoing conversation &amp; adjustment</span></td>
 +
</tr>
 +
</tbody>
 +
</table>
  
 
[[Category:Governance]]
 
[[Category:Governance]]

Revision as of 10:59, 23 August 2009

Great summary graphic contrasting traditional work styles with participatory leadership.

Via http://chriscorrigan.com/parkinglot/?p=2282


<tbody> </tbody>

Traditional ways of working

Participatory leadership complementing

Individuals responsible for decisions Using collective intelligence to inform decision-making
No single person has the right answer but somebody has to decide Together we can reach greater clarity - intelligence through diversity
Hierarchical lines of management Community of practice
Wants to create a FAIL-SAFE environment Creates a SAFE-FAIL environment that promotes learning
Top-down agenda setting Set agenda together
I must speak to be noticed in meetings Harvesting what matters, from all sources
Communication in writing only Asking questions
Organisation chart determines work Task forces/purpose-oriented work in projects
People represent their services People are invited as human beings, attracted by the quality of the invitation
One-to-many information meetings A participatory process can inform the information!
Great for maintenance, implementation (doing what we know) When innovation is needed – learning what we don’t know, to move on – engaging with constantly moving targets
Information sharing When engagement is needed from all, including those who usually don’t contribute much.
Dealing with complaints by forwarding them to the hierarchy for action Dealing with complaints directly, with hierarchy trusting that solution can come from the staff
Consultation through surveys, questionnaires, etc. Co-creating solutions together in real time, in presence of the whole system
Top-down Bottom-up
Management by control Management by trust
Questionnaires (contribution wanted from DG X) Engagement processes – collective inquiry with stakeholders
Mechanistic Organic – if you treat the system like a machine, it responds like a living system
Top down orders – often without full information Top-down orders informed by consultation
Resistance to decisions from on high Better acceptance of decisions because of involvement
Silos/hierarchical structures More networks
Tasks dropped on people Follow your passion
Rigid organisation Flexible self-organisation
Policy design officer disconnected from stakeholders Direct consultation instead of via lobby organisations
People feel unheard/not listened to People feel heard
Working without a clear purpose and jumping to solutions Collective clarity of purpose is the invisible leader
Motivation via carrot & stick Motivation through engagement and ownership
Managing projects, not pre-jects Better preparation – going through chaos, open mind, taking account of other ideas
Focused on deliverables Focused on purpose – the rest falls into place
Result-oriented Purpose-oriented
Seeking answers Seeking questions
Pretending/acting Showing up as who you are
Broadcasting, boring, painful meetings Meetings where every voice is heard, participants leave energised
Chairing, reporting Hosting, harvesting, follow-up
Event & time-focused Good timing, ongoing conversation & adjustment