When the map runs out
Leading through uncertainty.
A half day on leading through uncertainty: how you learn, a century of leadership thought, the habits that hold leaders back, and making sense of complexity with Cynefin.
- Level
- Explore
- Learning time
- 4 hours 30 minutes
- Where
- Leading yourself
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Officers and managers leading teams through organisational change, when the destination is not yet fixed
Overview
Leading when the destination is not fixed asks more of a leader than a good plan. This half day starts with you: how you learn, through Honey and Mumford, the Conscious Competence model and the Johari Window, and the habits Marshall Goldsmith shows can hold a leader back once their impact depends on others. It then maps a century of leadership thought, from trait theory to transformational, authentic, distributed and complexity leadership. The second half turns to uncertainty itself: VUCA, tame and wicked problems, the Stacey Matrix, adaptive leadership, the Stockdale Paradox, Marquet's leader-leader model and the Cynefin framework.
Aims
The aim is to develop leaders who know how they learn and lead, and who can read the kind of situation in front of them before choosing how to act. It is for officers and managers leading people through change who want steadier judgement when certainty is not coming.
In summary, you will be able to:
- Use the Johari Window, the Conscious Competence model and learning styles to understand how you and others learn, and to close your own blind spots.
- Explain how the main schools of leadership thought developed, and choose the lens that fits the people and the moment in front of you.
- Diagnose whether a situation is clear, complicated, complex or chaotic, and lead it with the response that kind of situation calls for.
What you'll develop
Across this Explore, you will develop the ability to:
- Use Honey and Mumford's four learning styles to choose development that sticks for you and to coach each team member in the way they learn.
- Explain how each major school of leadership thought, from trait theory to complexity leadership, responded to the limits of the one before it.
- Explain why habits that earned your promotion, such as winning too much and adding too much value, can limit you once your impact depends on others.
- Diagnose whether a situation is clear, complicated, complex or chaotic using VUCA, Cynefin, the Stacey Matrix and the distinction between tame and wicked problems.
- Describe the five Cynefin domains and the response pattern each one calls for, from sense, categorise, respond to act, sense, respond.
Built from 5 modules.
4 hours 30 minutes of learning.
- 01Self Awareness and Continuous Learning as a DisciplineHigh Performing Managers38 min
- 02Foundations: The Evolution of Leadership ThoughtLeadership1h 30m
- 03Foundations: What Got You Here Won't Get You ThereHigh Performing Managers35 min
- 04Leading through Complexity and UncertaintyLeadership1h 16m
- 05The Cynefin Framework: Making Sense of ComplexityVUCA, Uncertainty and Complexity41 min
