Reflexive leadership

Get Started. It's Free
or sign up with your email address
Reflexive leadership by Mind Map: Reflexive leadership

1. Johnsen

2. Zundel

2.1. Care - understanding, attunement, discourse

2.1.1. Alessandro's example with his employee where he decided to broaden his understanding of the situation/employee (and how Alessandro contributed to the situation by perceiving it in a certain way) in order to bring in the change necessary to the work environment.

3. The second socratic conversation talks about prejudices we bring into and assume to be true in conversations

3.1. A prejudice about employees not being motivated/engaged or working hard when the parking lot is empty at 15:30 on Fridays

3.2. Increase in number of sales visits increases sales - challenging that assumption forces you to look at other aspects and facilitates learning

4. Experiments

4.1. Cunliffe

4.1.1. How to become a critical reflexive practitioner - Fx ask "who am I in the picture?" Experiment with journal writing - helping with the inside-out projection

4.1.1.1. Phil kept a Reflective Journal to help understand where and who he was in the picture

4.2. Argyris

4.2.1. Engage in double-loop learning by experimenting with critical reflections on you own behavior and how you contribute to the problem.

4.2.1.1. An example is how Benedikte likes to ask "why are we doing this?"

4.2.1.2. An example is when Benjamin tells colleagues that it is okay to fail

4.3. Gray

4.3.1. Toolbox for experiments. Experiments as tool to challenge existing norms, social culture, etc...

4.3.1.1. An example is Benedikte using reflexive journaling to force herself to stop and reflect

4.4. Johnsen

4.4.1. Experiments of extracting truth in different ways when engaging in socratic dialogues.

4.4.1.1. An example of this is Phil refusing to answer questions in meetings [without his lawyer present]

4.5. Heifetz

4.5.1. Stating the obvious - move between balcony and dancefloor and all the experiments in the book that relates to this exercise.

5. Relational

5.1. Cunliffe

5.1.1. Data to reflect on comes from a relational situation

5.1.1.1. Herdis - Keeping a journal helps you reflect on managing the relationships with the lawyers and the CEO.

5.2. Argyris

5.2.1. Engaging and avoiding models - relations supports rationality and emotional awareness

5.2.2. Defensive reasoning implies an underlying relationship

5.2.2.1. Defensive Reasoning: Anders' company - If an event does not sell tickets, it is because the band has written bad songs. That's why no one is attending the show...instead of focusing on our marketing. This excludes the learning opportunities for improving internal processes.

5.3. Kolb

5.3.1. Dewey's model - learning from interacting

5.4. Hibbert

5.5. Johnsen

5.5.1. Socratic model of asking questions is definition relational and has strong relational implications

5.5.1.1. Use the dialouge to create ownership on smaller tasks instead of just telling people what to do

5.6. Drucker

5.6.1. Responsibility for relationships

6. Assumptions

6.1. Zundel

6.1.1. Understanding: understand is based on preconceptions - we enter into a world with an understanding of it already at work

6.1.1.1. A preconception about a colleague not being open to feedback

6.2. Argyris

6.2.1. If you can identify defensive reasoning, then you can begin to identify the inconsistencies between your espoused and actual theories

6.2.1.1. It is not a possibility to outsource core competency - but it is in fact possible to outsource any function, it is more centered around whether you are forced to so or not e.g. from a financial perspective

6.3. Kolb

6.3.1. Learning through experience forces you to challenge assumptions

6.4. Cunliffe

6.4.1. There are assumptions in reflective analysis. Reflexive questioning challenges those assumptions