Up to 70% of all change initiatives fail (Zigarma and Hoekstra, 2009)

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2 Up to 70% of all change initiatives fail (Zigarma and Hoekstra, 2009) WHY? They don t focus enough on front line workers and managers, or the exact actions they need to take to achieve the company s desired outcome Even gloomier when you consider that 29% of those change initiatives are launched without any formal structure (leaders with blind faith) 2

3 Plus ca change, plus c est la meme chose Jean-Baptiste Alphonse Karr,

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5 So why is change so difficult? We plan it to death We don t engage the right agents We don t take into account our uniqueness We fail to recognize the difference between complexity and complicated We don t embrace ourselves as a complex adaptive system (CAS) becoming a closed system Self-Wiping Napkin 5

6 A complicated illustration Hakimi, A. (2010) 6

7 Complexity in motion They form in order to adapt to the changing environment, and increase chances of sustainability and survivability. 7

8 Complex Adaptive Systems as a CAS, the school of bait fish behave according to four principles: 1. Survival is key 2. Order is emergent not pre-determined 3. The systems history is irreversible 4. The systems future is unpredictable

9 So, what does this hold for supported employment leadership and leaders? What are the forces being exerted on our SE baitfish ball?

10 Evolution of Leadership Great Man Theory Late 1800s Trait and Behavioral Theories Contingency and Situational Theories s s s Power and Influence Theories Complexity Theory s 2000+

11 Complexity Leadership - Leadership is not situated in an individual, but rather a systems function that operates to change the rules of interaction - Enables semi-autonomous individuals to engage in unified collective action in the context of and toward certain ends - Leadership efforts are focused on behaviors that enable organizational effectiveness Uhl-Bien, M., Marion, R., & McKelvey, B., 2007

12 1 emergent or empowering Administrative leadership Enabling 1 leadership Adaptive leadership

13 Administrative leadership Structures tasks, plans, builds vision, allocates resources, manages crises, and manages organizational strategy Focuses on alignment and control Represented by hierarchical and bureaucratic functions 13

14 Table Talk Take a few minutes and discuss some administrative leadership behaviors which you feel are carriers and barriers to your organizational success. 14

15 Adaptive Leadership Emergent, interactive dynamic (behaviors) that are a primary source through and by which new innovations are produced Works to augment the strategic needs of administrative leadership Rebel against it Act independent 15

16 Table Talk Take a few minutes and discuss some areas where adaptive leadership has begun to emerge within your organization. 16

17 Enabling Leadership Creates organizational conditions (enabling conditions) to manage the innovation-toorganization interface enables emergence Manages the entanglement between the bureaucratic (administrative leadership) and emergent (adaptive leadership) functions in an organization Facilitates flow of knowledge and creativity from adaptive structures into administrative structures 17

18 Increasing Youth Demands Trying to understand the complexity 18

19 The Question To better understand service providers perception of the requirements necessary to be successful. To be effective in providing career and development and employment services for students and youth with disabilities, as well as out-of-school youth, NYS Employment Service Providers need to be aware of, know or be able to do... Invited: 1865 New York State Service Providers Idea Generation was open from 6/20/2017 to 7/14/17 19

20 For example: Eliciting Knowledge and Opinion 274 responses 155 Brainstorming log-ins Focus: To be effective in providing career and development and employment services for students and youth with disabilities, as well as out-of-school youth, NYS Employment Service Providers need to be aware of, know or be able to do... provide benefits and work incentives counseling. (6) understand the different paths to graduation (CDOS, etc.) and their meaning/impact in the "real world". (24) leverage and enhance services through the development of interagency partnerships. (37) provide needs assessment tools that will assess an individual's skill set. (43) teach life skills that will be required to live independently. (56) coordinate services with the school district in order to compliment and not duplicate services. (68) provide diversity training to employers. (86) 20

21 Organizing Knowledge and Opinion Sorting: n=44 Importance Rating: n= 44 Feasibility Rating; n= 42 21

22 State Agency Contracts Number of Reported Contracts with State Agencies - All Respondents n=90 five, 1, 1% four, 12, 14% none, 2, 2% one, 3, 3% three, 28, 31% two, 44, 49% none one two three four five 22

23 Cluster Map 6. Family Supports Positive Relationships with Business Essential Staff Knowledge 5. Employment Preparation 2. Schools and Community Collaboration Transition Planning and Services 4. Assessment and Work Readiness 23

24 Rating Relative Importance Relative Importance: On a scale from 1 to 4, please rate each idea on its importance to your agency in supporting successful youth employment outcomes: 1 = relatively unimportant 2 = slightly important 3 = moderately important 4 = very/extremely important When deciding how to rate an idea, please think about how important the idea is in comparison to all other ideas. You should use the full range of the scale when completing this task, so that there are some items in each category. 24

25 Rating Feasibility Feasibility: On a scale from 1 to 4, please rate each idea on how feasible you think it is for your agency to demonstrate capacity in this area: 1 = not feasible 2 = somewhat feasible 3 = feasible 4 = already in practice 25

26 Cluster Rating Map - Importance Cluster Legend Layer Value to to to to to 3.23 Family Supports Positive Relationships with Business Essential Staff Knowledge Schools and Community Collaboration Transition Planning and Services Employment Preparation Assessment and Work Readiness 26

27 Cluster Rating Map - Feasibility Cluster Legend Layer Value to to to to to 3.34 Family Supports Positive Relationships with Business Recognizing Staff Knowledge Schools and Community Resources Transition Planning and Services Employment Preparation Assessment and Work Readiness 2017 Concept Systems, Inc. 27

28 Feasibility Go-Zones by Cluster Feasibility mean for this cluster High Low High Feasibility Low Importance Low Feasibility Low Importance High Feasibility High Importance Low Feasibility High Importance 49 Allows us to emphasize agreement on priorities and needs, based on the group s knowledge Low Importance High Importance mean for this cluster 28

29 Thank you for your time. 29

30 References Carlyle, Thomas. On Heroes, Hero-Worship and the Heroic in History, Fredrick A. Stokes & Brother, New York, Cowley, W. H. (1931). The traits of face-to-face leaders. The Journal of Abnormal and Social Psychology, 26(3), Fiedler, F. E. (1964). A theory of leadership effectiveness. In L. Berkowitz (Ed.), Advances in experimental social psychology. New York: Academic Press. Fiedler, F. E. (1986). The contribution of cognitive resources to leadership performance. Journal of Applied Social Psychology, 6, p Hakimi, A. (2010). The new world of emergent architecture and complex adaptive systems. Downloaded 2/25/15 from Hargis, M.B.., Wyatt, J.D., & Piotrowski, C. (2011). Developing Leaders: Examining the Role of Transactional and Transformational Leadership Across Contexts Business. Organization Development Journal 29 (3): Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior 3 rd Edition Utilizing Human Resources. New Jersey/Prentice Hall. Hersey, P. (1985). The situational leader. New York, NY: Warner Books. House, R.J. & Mitchell, T.R. (1974). Path-goal theory of leadership. Journal of Contemporary Business. 3, p.l 97. James, W [1880]. Great Men and Their Environment. Kila, MT: Kessinger Publishing Mann, R. D. (1959). A review of the relationship between personality and performance in small groups. Psychological Bulletin, 56, Morgan, G. (2007). Images of organization, Thousand Oaks: Sage Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology, 25, Uhl-Bien, M., Marion, R., & McKelvey, B. (2007) Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly 18(4), p Vroom, Victor H. (1964). Work and motivation. New York: Wiley. Zigarmi,, P., and Hoekstra, J. (2009). Leadership Strategies for Making Change Stick. Downloaded from