1. Autohors
1.1. Aura Codreanu (2016): A VUCA action framework for a VUCA environment
1.2. Ed Betof, Lisa M.D. Owens, Sue Todd (2014): The key to success in a VUCA world
1.3. Paul Kinsinger and Karen Walch (2010): Living and leading in a VUCA world
1.4. Brad Cousins (2018):Design Thinking: Organisational learning in VUCA environments
1.5. Deloitte Insights (2018): Zoom out/Zoom in- An alternative approach to strategy in a world that defies prediction.
1.6. Nick Petrie (2011): Future trends in leadership development
1.7. Nick Horney, Bill Pasmore, Tom O'shea (n.d.): Leadership Agility: A business Imperative for a VUCA world
1.8. Kirk Lawrence (2013): Developing leaders in a VUCA environment
1.9. Dale L. Moore (2014): The experience of Strategic Thinking in a Volatile, Uncertain, Complex and Ambiguous (VUCA) environment.
2. The Leaders as Teachers approach (LAT)
2.1. Creating and environment of openness that values discovery, diverse perspectives and experimentation
2.2. Detecting weak signals
2.3. Conducting iterative dialogues that put new ideas into context
2.4. Unpacking business challenges to reveal learning gaps for individuals
2.5. Strengthening thoughtful decision making
2.6. Encourage essential critical thinking
2.7. External and internal collaboration on fields such as education. This enables a outside in and inside out understanding
2.8. development of employees and emerging leaders (70%)
2.9. Strengthens the organisational culture and communications.
2.10. Develops and strengthens the leader's own leadership skills.
3. Design thinking
3.1. Promotes organisational learning in VUCA environments
3.2. Emerged as an absorptive capacity and integrative learning method to approach complex and often ambiguous problems from the perspective of the consumer
3.3. Engaging with stakeholders across boundaries, drawing them into the learning and innovation process.
3.4. Updating situational understanding of the environment and minimise effects of volatile change
3.5. Investing in methods of collecting, interpreting and sharing of knowledge by devoting resources to boundary spanning activities
3.6. Gain knowledge from new partners providing new and richer understanding
3.7. Getting close to the environment and its stakeholders
3.8. Gaining more than one representation of the same problem and generating multiple solutions in which the optimal solution may not be apparent or may not exist
3.9. Continual improvement and re-creation
3.10. Revising of the underdtanding of a situation
4. Future trends in leadership development
4.1. 1. More focus on verticle development
4.1.1. Verticle development- stages that people and processes go through in how they make sense of their world.
4.1.2. The stages of development
4.1.2.1. Socialised mind: shaped by the expectations of those around us.
4.1.2.2. Self authoring mind: We have developed our own internal compass to guide us. Our sense of self is aligned with our own belief system, personal code and values.
4.1.2.3. Self transforming mind: We have our own ideology, but we can now step abck and see it as limited or partial.
4.1.3. Managers will take on challenges that will require them to engage in: strategic thinking, systems thinking, leading change, and having comfort with ambiguity.
4.1.4. Dependant and initiated by the self
4.1.4.1. The person feels constantly frustrated by a situation, dilemma or challenge
4.1.4.2. It causes them to feel the limits of their current way of thinking
4.1.4.3. It is an area in their life that they care about deeply
4.1.4.4. Sufficient support
4.1.5. It happens in a three stage process
4.1.5.1. 1. Awaken: becomes aware that there is a different way of making sense of the world and that doing things in a new way is possible
4.1.5.2. 2. Unlearn and discern: Old assumptions are analysed and challenged. New assumptions are tested out and experimented with, as being new possibilities
4.1.5.3. 3. Advance: New idea is stronger and starts to dominate the previous ones. Leadership logic.
4.2. 2. Transfer of greater developmental ownership to the individual
4.2.1. Recognition of seniour leaders in complex environment, business strategies cannot be executed without highly developed leaders
4.2.2. Buy in from senior leaders that new methods for development need to be used
4.2.3. Staff to be educated on the research of how development occurs
4.2.4. Understanding of why development works better when they own it
4.2.5. A realignment of rewards systems to emphasise both development as well as performance
4.2.6. Taking control of their own feedback
4.2.7. Creation of culture in which it is safe to take risks and stretch your mind
4.3. 3. Greater focus on collective rather than on individual leadership
4.3.1. Open flows of information
4.3.2. Implement flexible hierarchies
4.3.3. Distributed resources
4.3.4. Distribution of decision-making
4.3.5. Loosening of centralised controls
4.3.6. Individual capacity
4.3.7. Team capacity
4.3.8. organisational capcity
4.3.9. Network capacity
4.3.10. Systems Capacity
4.4. 4. Much greater focus on innovation in leadership development methods
4.4.1. Build more collective rather than individual leadership within networks
4.4.2. Focus on verticle development
4.4.3. Transfer greater ownership of development back to the people
4.5. The skillset have changed- more complex thinkers are needed
5. The origins of VUCA
5.1. Introduced by the army in the Cold War
5.2. Used to describe a more volatile, uncertain, complex and ambiguous, multilateral world.
5.3. Was adopted by strategic business leaders to describe the chaotic, turbulent, and rapidly changing business environment- it has become the new normal
5.4. Rapidly flattening environments
6. Leadership Development
6.1. Leadership agility and adaptability are required skills
6.2. Leaders must make continuous shifts in people, process, technology and structure
6.2.1. Requires flexibility and quickness in decision making
6.3. Business models need to shift to adaptive firms
6.3.1. They can adjust and learn better, faster and more economically
6.4. Coaching and leadership development techniques have not developed
6.4.1. as a result leaders are not developing fast enough.
6.4.2. Needs to be reframed
6.4.2.1. Focus less on behavioural competencies and more on complex thinking abilities and mindsets
6.4.2.2. Comfort with ambiguity and strategic thinking
6.4.2.3. Programs that develop agility, adaptability, innovation, collaboration, communication, openness to change and higher order thinking skills
6.4.2.4. Programs need to be delivered faster
6.4.2.5. Scenario planning about possible futures
6.4.2.6. Develop confidentce
7. A VUCA action framework
7.1. VUCA becomes: Vision, understanding, clarity and agility
7.1.1. Vision: creating future through action, translating into changed business practices.
7.1.1.1. Key word that sets the priorities for the team, which is not viewed as negotiable
7.1.1.2. Identifying key priorities that matter most, which will dislodge and remake other patterns
7.1.1.3. Identifying behaviour which everybody trusts as essential for their own interest.
7.1.1.4. Community of communication
7.1.2. Understanding: openness, accountability, setting boundaries through clear expectation
7.1.2.1. willingness to tackle tough issues
7.1.2.2. Listening and relation skills
7.1.2.3. Regular communication
7.1.2.4. Mirroring the behaviour you want to see
7.1.2.5. Giving trust to others
7.1.3. Clarity: direction, great flexibility about the detail
7.1.3.1. Deals with complicatedness which is what makes organisations stall
7.1.3.2. Proliferation of cumbersome organisational mechanisms
7.1.3.2.1. Destroys the company's ability to get anything done.
7.1.3.2.2. By product of outdates, ineffectual and irrelevant management thinking and practices.
7.1.3.3. Understanding the context of the employee behaviour brings clarity of what works and what does not work
7.1.4. Agility: networked and flexible, lightweight and replicable
7.1.4.1. Transparent: shares information and take immediate and adequate action upon positive or negative feedback
7.1.4.2. Accountable in terms of allowing people and yourself to learn from mistakes. Take on and not shun responsibility.
7.1.4.3. Intrapreneurially: identifying opportunities and encouraging others to act imaginatively and courageously.
7.1.4.4. Team work and inclusiveness
7.1.4.5. Sharing and dissemination of information
7.1.4.6. Barriers to agility: hierarchical structures, well established routines, conventional strategy making processess.
7.2. Key principles:
7.2.1. Number one: Trust your instincts to make decisions, make educated guesses
7.2.2. Assume accountability for your actions- setting an example
7.2.3. Talk the talk and walk the walk: people need to understand before they can follow
8. VUCA prime
8.1. Similare to the VUCA action framework
8.2. Create a vision and make sense of the world
8.3. Understand one's own and other's values and intentions- a core ability to know what you want to be and where you want to go.
8.4. Seek clarity regarding yourself and seek sustainable relationships and solutions. (cognitive, social, emotional, spiritual and physical intelligence to prevail.
8.5. Practice agility , adaptability and bouyancy.
8.6. Develop and engage social networks, the days of the single great leader is gone- harness leadership from everyone
9. Zoom out/ Zoom in
9.1. Strategy development
9.2. Traditional approaches dont account for increasing pace of change and risk
9.3. Most companies have been loyal to the 5 year plan
9.4. The goal: to sense and respond as quickly as possible to events as they happen
9.5. 10-20 years- what will the industry look like in 10-20 years from now?
9.6. What are the 2-3 initiatives at the moment that will get us there?
9.7. a desire to learn faster
9.8. meetings are not over until theres is a clear set plan into how we will achieve the long term plan and there are clear goals for the next 6-12 months.
9.9. Why? it pulls executives out of short-term thinking that is driven by pressure of quarterly performance- and forces people out of their comfort zone.
9.10. Always reflect and refine
10. Strategic thinking
10.1. Reflection is a starting point for critical thinking.
10.2. Making lists
10.3. Deliberately carving out strategic thinking time
10.4. Brain shifting from hectic pace of everyday to relaxation and calm
10.5. Concious thought does not lead to insight, unconcious processing happens in the background
10.6. Thinking strategically demands the capacity to:
10.6.1. Adopt a holistic perspective
10.6.2. be purposeful
10.6.3. balance instinct and analysis
10.6.4. be accurate with timing
10.6.5. continuously engage in intellectual activity when opportunities arise
10.7. Methods of developing strategic thinking
10.7.1. creating connections between ideas, plans and people
10.7.2. Making a commitment to slow down and think things over
10.7.3. Divergent thinking: zoom in/zoom out
10.7.4. Broaden your horizons by:
10.7.4.1. Reading about new places and new opinions