Leadership
Science
Parsing the Influential Increment
in the Language of Complexity
Academy of Management Annual Meeting
2007
Jim Hazy
Adelphi University
Reference as:
Hazy, J. K. (2007). Parsing the "influential increment" in the language of complexity:
Uncovering the systemic mechanisms of leadership influence. Paper presented at
the Academy of Management Annual Conference, Philadelphia, PA.
1
Katz & Kahn – “Influential Increment”
Open Systems Definitions
Complex Systems “Interpretations”

Incomplete design

Dynamic bottom-up self-organization

Internal change

Dynamical System Stabilities/Instabilities

External change

Adaptive tensions

Boundary issues

Networks, the meaning of boundaries

Membership challenges

Autonomous self-interested agents in a
complex adaptive system (cas)
© Copyright 2007 James K. Hazy – All rights reserved
2
Organization: A Rent Producing System of Capabilities
Operating Profits
& Cash Flow
+
Resources Available for Investment
+
Market Carrying
Capacity
+
Revenue From
Current Operations
+
+
Competition
-
+
Value Creation Loop
Investment in Capabilities
+
Capabilities
Services, Delivery, etc.
The firm processes its resources for the benefit of its stakeholders.
Agents organize to benefit from these resource flows.
© Copyright 2007 James K. Hazy – All rights reserved
3
Organizational Boundary
Agents organize
This doesn’t
wherehappen
the
in the blind.
Models
are
notform
boundaries Cognitive,
between their
social agents
enough.of The
system-and
system and
mental
its environment
models
the system
level dynamic
are sufficiently
the far
environment
from
and try to
Models of
capabilities
processes
Dynamic
thermodynamic identify
equilibrium
and shape the
System &
must
also be
Configuration
(i.e where there
“dynamical
is adaptive
attractors”
in their
Environment
of Capabilities
influenced
or
biased.
tension) such
models
that to
order
predict
is and enact the
Leadership
is needed.
Generative
possible.“best” interactions
Exploration
Leadership
Markets
& New
Generative leadership
Capabilities
They do this by is needed to “create
Building
New &
reconfiguring
Resources
new
possible
futures”
Emerging to
Unifying leadership
themselves
Unifying
for the organization. It
identifies
&
evolves
useful
address
Leadership
is closely related to
Outputs
boundaries (i.e., where
opportunities... “leading
innovation”
Existing
order can evolve)
and
Exploitation
In order to o explore
but includes
sustains a of
unified
Existing
and build new
exploration inCapabilities
the
Convergent
organizational identity.
capacity, and ... environment for new
Leadership
resources as well.
to exploit their current
capabilities. Convergent leadership operates
on agents’ expectations with
Organizational System Each of these leadership
respect to interactions to move
In this way, the presence of adaptive tension enables “order” to dimensions will be
organizing activities toward
evolve as resource & information flows are organized into described in detail in the
perceived dynamical attractors.
quasi-stable configurations and
are 2007
thus
quasi-predictable
© Copyright
James
K. Hazy – All rights reserved
following charts.
using dynamical systems models.
4
Convergent Leadership




Variables identified for certain dimensions of
the organization’s state.
Leadership catalyzes interactions that
“converge” system’s flow toward attractors.
These interactions enact an “adaptive walk”
toward efficient performance at a local
optimum.
Deviations from norm (including fluctuations
not along adaptive walk) are attenuated
through negative feedback.
© Copyright 2007 James K. Hazy – All rights reserved
5
Convergent Leadership…
Capabilities Operate
to Exploit
Existing Markets
Models of Known
Opportunities
& Capabilities
a
Profits from
operations
Market
Capacity &
Competition
Rent
Potential
from
Existing
Markets
Boundary
Organizational
Slack
Value
Gathering
Investment in
Exploitation
b
Limits to
Existing
Capabilities
Leadership
interactions
converge
action and
decisions
toward
models-in-use
Complacency & Limits
to Models-in-Use
© Copyright 2007 James K. Hazy – All rights reserved
6
Generative Leadership




Variables only generally understood- specifics
about future state “to be determined.”
Leadership catalyzes interactions that generate
possible futures for the system.
Leadership catalyzes interactions that evaluate
select and partition interactions.
Deviations from norm (including fluctuations
not along adaptive walk) are amplified through
positive feedback.
© Copyright 2007 James K. Hazy – All rights reserved
7
Generative Leadership…
Dynamic Capabilities
Explore & Build
New Capabilities
Profits from
New activities
New &
Emerging
Markets &
Competition
Rent
Potential
from
New
Markets
Boundary
Organizational
Slack
Value
Identifying
Limits to
New
Capabilities
Investment in
Building
New Capabilities
Models of Search
Strategies &
Possible Opportunities
g
d
Leadership
interactions
search for
opportunities &
generate a
variety of
possible new
models-in-use
Failure to “Prime” the System, Fatigue from
© Copyright
2007Time
James K. Hazy
– All rights reserved
Long
Delays
& Limits to Imagination
8
Unifying Leadership

Define boundaries internally, externally and
ecologically including permeability
Define and evolve identity
Select among and disambiguate strategies

Moderate and balance tensions


•
•
Across boundaries
Between exploitation (convergent leadership) &
exploration (generative leadership) activities.
© Copyright 2007 James K. Hazy – All rights reserved
9
Unifying Leadership…
Capabilities
Built, Configured
& Eliminated
Models of the System,
Its Boundaries &
Models-in-Use
Failure to Sustain Innovation
Value
Identifying
Markets &
Competition
Rent
Potential
from
Markets
Boundary
Organizational
Slack
e
Value
Gathering
Leadership
interactions
adjust system
parameters to
establish &
clarify identity,
boundaries &
models-in-use
Failure to Select & Apply Execution Pressure to
Appropriate Models-in-Use
© Copyright 2007 James K. Hazy – All rights reserved
10
Influential Increment & Complexity
Complex Systems “Interpretations”
Leadership Mechanisms

Dynamic bottom-up self-organization
Generative Leadership

Dynamical System Stabilities/Instabilities
Convergent Leadership

Adaptive tensions

Networks, the meaning of boundaries

Autonomous self-interested agents in a
complex adaptive system (cas)
Unifying leadership
© Copyright 2007 James K. Hazy – All rights reserved
11
Additional references on topic
Hazy, J. K. (2006). Measuring leadership effectiveness in complex socio-technical systems.
Emergence: Complexity and Organization (E:CO), 8((3)), 58-77.
Hazy, J. K. (2007). Computer models of leadership: Foundation for a new discipline or meaningless
diversion? The Leadership Quarterly, 18(4), 391-410.
Hazy, J. K. (in press-a). Leadership or luck? The system dynamics of Intel's shift to microprocessors
in the 1970s and 1980s. In M. Uhl-Bien & R. Marion (Eds.), Complexity and leadership, Volume 1:
Conceptual foundations. Charlotte, NC: Information Publishing Associates.
Hazy, J. K. (in press-b). Patterns of leadership: A case study of influence signaling in an
entrepreneurial firm. In M. Uhl-Bien & R. Marion (Eds.), Complexity and leadership, Volume 1:
Conceptual foundations. Charlotte, NC: Information Publishing Associates.
Hazy, J. K., Goldstein, J. A., & Lichtenstein, B. B. (Eds.). (2007). Complex Systems Leadership
Theory. Mansfield, MA: ISCE Publishing Company.
Surie, G., & Hazy, J. K. (2006). Generative leadership: Nurturing innovation in complex systems.
Emergence: Complexity and Organization (E:CO), 8(4), 13-26.
© Copyright 2007 James K. Hazy – All rights reserved
12
Descargar

Document