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When change requires you to challenge people's familiar reality, it can be difficult, dangerous work. Whatever the context--whether in the private or the public sector--many will feel threatened as you push though major changes. But as a leader, you need to find a way to make it work.
Ron Heifetz first defined this problem with his distinctive theory of adaptive leadership in Leadership Without Easy Answers. In a second book, Leadership on the Line, Heifetz and coauthor Marty Linsky highlighted the individual and organizational dangers of leading through deep change in business, politics, and community life. Now, Heifetz, Linsky, and coauthor Alexander Grashow are taking the next step: The Practice of Adaptive Leadership is a hands-on, practical guide containing stories, tools, diagrams, cases, and worksheets to help you develop your skills as an adaptive leader, able to take people outside their comfort zones and assess and address the toughest challenges.
The authors have decades of experience helping people and organizations create cultures of adaptive leadership. In today's rapidly changing world, The Practice of Adaptive Leadership can be your handbook to meeting the demands of leadership in the midst of complexity.
- Sales Rank: #5897 in Books
- Brand: Heifetz, Ronald A./ Linsky, Marty/ Grashow, Alexander
- Published on: 2009-05-18
- Original language: English
- Number of items: 1
- Dimensions: 9.92" h x 1.14" w x 7.03" l, 1.54 pounds
- Binding: Hardcover
- 352 pages
Features
- The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
About the Author
Ron Heifetz and Marty Linsky are cofounders and Principals of Cambridge Leadership Associates and authors of previous books on adaptive leadership, with over fifty years of teaching and leadership consulting experience between them. Alexander Grashow is Cambridge Leadership Associates Director of Consulting Practice and has extensive experience as a leadership consultant, teacher, and trainer.
Most helpful customer reviews
65 of 67 people found the following review helpful.
How to mobilize people to tackle tough challenges and thrive?
By Robert Morris
Charles Darwin's concept of natural selection among species also applies to organizations and even to individuals within an organization. Those that do not adapt do not survive; only those that do adapt thrive. Therein lie two of the greatest challenges now facing those entrusted with leadership responsibilities: How to prepare, launch, sustain, and then successfully complete change initiatives? How to respond effectively to change initiatives that originate elsewhere? Ronald Heifetz, Alexander Grashow, and Marty Linsky respond to these and other questions when sharing their thoughts about what adaptive leadership involves and what it requires of those who practice it. Almost immediately, they focus the relationship of adaptive leadership to thriving: It is specifically about change; builds on the past rather than repudiating it; achieves organizational adaptation through continuous experimentation; heavily relies on diversity (i.e. talents, skills, experience, and perspectives); ensures that new adaptations significantly displace, re-regulate, or rearrange whatever is defective, obsolete, or irrelevant; and usually requires (as do biological adaptations) both time, patience, and persistence. Heifetz, Grashow, and Linsky observe, "There is a myth that drives many change initiatives into the ground: that the organization needs to change because it is broken. The reality is that any social system (including an organization or a country or a family) is the way it is because the people in that system (at least those individuals and factions with the most leverage) want it that way...As our colleague Jeff Lawrence poignantly says, `There is no such thing as a dysfunctional organization, because every organization is perfectly aligned to achieve the results it gets.'"
Only after twice re-reading Lawrence's comment did I fully appreciate how relevant his insight is to so many of the companies that seem dysfunctional but really aren't. Their inept leadership, flawed strategy, mediocre products, indifferent workforce, and poor customer service are all in alignment. That would not have happened had the companies' leaders been adaptive. That is, had they possessed the diagnostic skills needed to recognize or anticipate problems and opportunities and then take appropriate action. I commend Heifetz, Grashow, and Linsky for their skillful use of several reader-friendly devices, notably the On the Balcony sections in most chapters that enable a reader to step back from a key point and examine from it a wider perspective (e.g. relevance to the reader's own circumstances) than its context in the chapter allows. They also include On the Practice Field sections in most chapters in which they suggest possible ways to apply key ideas or, in some instances, raise questions for the reader to consider.
Here are two examples, both from Chapter 9:
On the Balcony: "Each of the even steps [when designing effective interventions] can be understood as a skill set. What are your strengths? Where do you need to build your skills?"
On the Practice Field: "The next time you are in a meeting, notice what is going on inside your head while others are speaking. Are you judging their ideas or comments? Rehearsing what you are going to say when it is your turn? In what ways are you staying on the dance floor and leaping into action? Practice avoiding this mental leaping by listening to others and trying to figure out on whose behalf are they speaking, whose perspectives they are representing, and how you can give your perspectives context within the current concerns and subject on the table."
Those who have read Heifetz's Leadership Without Easy Answers and/or Heifetz and Linsky's Leadership on the Line: Staying Alive Through the Dangers of Leading already know that they (and presumably Grashow) are world-class pragmatists who have an insatiable curiosity to know what works in the business world, what doesn't, and (especially) why. After identifying the components (i.e. the "what") of adaptive leadership, they devote most of their attention to explaining how to develop and apply it. For that reason, they insert various checklists and Figures throughout their lively narrative that anchor insights in real-world situations. For example:
The unique challenges of adaptive leadership (Pages 52-53)
How to identify a primarily adaptive challenge (Page 74)
Nonconfrontational ways to slow down organizational momentum (Page 111)
Seven steps to orchestrating conflict (Pages 152-153)
How to personalize the adaptive challenge (Page 193)
Common leadership traps and how to avoid them (Pages 244-246)
How to ease the constraint presented by loyalties (Pages 248-251)
In the first chapter, Heifetz, Grashow, and Linsky explain that The Practice of Adaptive Leadership is a "field book" in that it draws upon the vast scope and depth of their combined experiences "in the field" and that they wrote it "for the field" so that it could be of greatest practical value to their reader's own leadership efforts. On both counts, they succeed brilliantly. Bravo!
45 of 47 people found the following review helpful.
Recommendation from a Professor of Ed Leadership
By David Cox
Let me start off by letting you know I'm biased. I have met both Heifetz and Linsky and hold the highest admiration and respect for them both personally and professionally.
With their former book, Leadership on the Line, I learned about the difference between technical problems and adaptive challenges and the distinction between leadership and authority. They also taught me that a major failure of leadership is treating an adaptive challenge with a technical solution. Once I learned this I have seen it play out over and over again everywhere I turn. It is a gem I have passed on to my graduate students in educational leadership. It has also resonated strongly with them.
The sequel, The Practice of Adaptive Leadership, has taken the concepts and strategies for leadership interventions to a new level of meaning. Learning more about the power of disequilibrium in promoting change and the encouragement to run small experiments have been further sharpened by this new book. Leaders, I've learned from the authors, are often too quick to jump on default action steps without first thinking through diagnostic options. The Practice of Adaptive Leadership addresses diagnosis of the system, diagnosis of self, how to mobilize the system, and how to most effectively deploy self. I highly recommend this book!
With my next group of doctoral students, I plan to use three books that make up a complementary, powerful trilogy: Leadership on the Line, The Practice of Adaptive Leadership, and Immunity to Change (Kegan and Lahey).
60 of 67 people found the following review helpful.
Adaptive Leadership Shouldn't be Dull
By Milton Friesen
Adaptive leadership is very important. In the few pockets of business and organizational life these days that are untouched by the turbulence around us, business as usual is, it would seem, acceptable. The trouble is that there are so few arenas where that is the case. Finding ways to lead in a way that can adjust to rapid and often unexpected change is critical.
I received a review copy of this book from Harvard Business Press. When it arrived I was very excited to dig in and get jazzed by all the great content. The problem was that the book was about as dull to read as it was to look at (I scrawled this on my cover: "Don't judge a book by its cover. In this case you should. This books cover is really boring"). I was twenty pages in when I felt that they were in trouble. It felt like a Harvard Business Press word container with WalMart content inside. My disappointment was that it lacked any real edge. For people who are deeply immersed in complexity theory and related pursuits that examine how systems change over time, there just wasn't any real insight. For people who don't like that sort of thing, it would, I fear, feel impenetrable.
Reading about next things should be engaging, compelling, shocking even. This book wasn't any of that. I felt genuinely disappointed as I worked my way through out. I just couldn't track with the style or flow. It felt like I was at a really dull meeting that was supposed to be important but somehow wasn't. No Wheatley. No Holling. No Stacey. No Sante Fe Institute. No Kauffman. No cheeky Tom Peters feel. No Dave Snowden deadpan humour. Nothing daring.
There were no expeditions into the heart of real, living organizations where the good, bad and ugly was on display and the authors dared to do battle with their adaptive leadership rocket launchers. No biological modelling, computer simulations, real-time adaptations. After awhile, you just start to feel like the book was off, somehow - like when someone is staring past you. If I was Randy from American Idol, I'd say, "Hey, dog, it's a bit pitchy" or something like that.
In chapter 13 you'll find a six page bit on systems thinking but that's it. An adaptive leadership text without tracking through the latest research and insight on what informs adaptive leadership. There was not good enough evidence that they have their finger on the pulsing neck artery of past, current, and emerging forms of adaptive leadership. A great topic area like this needs to evidence an awareness of adaptive practices in the very delivery of the content but that doesn't happen at all.
I'd love to give it a thumbs up - the title is definitely compelling - but I just can't. I'm happy to be convinced otherwise but all I can think is that I'm glad I had a review copy sent and didn't have to pay for it. The authors are probably very knowledgeable, interesting, and capable consultants but it just doesn't come through in the book, sadly. These are big players with long track records and tons of cultural cache who perhaps need a better way to deliver what they know than a vanilla-looking book that induces yawns.
There are many other books that are in line ahead of this one for developing my teams and thinking. It reminds me of a corporate comb-over. So disappointing. Next time involve a few freaky friends in the book development process.
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