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A place to share and discuss inspiring articles, video etc.

NT

Nigel Taptiklis Thu 28 May 2015 6:45PM

Here is a great report from Deloitte on civic innovation.

Mobilizing Agile Public Leadership in Disruptive Times

EXECUTIVE SUMMARY

Traditional command-and-control leadership styles may no longer be adequate for the challenges that government faces today. Effective government leaders see the need for new skills to meet increased expectations for citizen interaction and to cope with an increasingly complex operating environment.

Six new behaviors will define tomorrow’s successful government leader:

  • Agile integration recognizes the complexities and interdependencies of public, private, and nonprofit missions. Leaders adept at agile integration connect people, information, and resources, and work with other organizations and private citizens to solve complex problems that defy siloed approaches.

  • Quiet transparency involves the willingness to question and adapt without having all the answers, and to hold open, consistent exchanges with a variety of audiences through various media. A leader’s ability to be quietly transparent sets the stage for trust and engagement with teams and constituents.

  • Digital aikido is the use of digital media to gauge attitudes, build influence, and motivate action through social networks—to shape and build energy on these platforms rather than resist it. Leaders can use digital aikido to assess the mood, opinions, and motivations of people within online social systems, and tailor their moves accordingly.

  • Horizon scanning guides strategic decision making by analyzing patterns across disciplines and environments and testing assumptions about current and future trends. Leaders who are good at horizon scanning develop questions tied to strategic priorities and use multiple, sometimes contradictory, hypotheses to test those questions.

  • Rapid prototyping facilitates learning through experimentation and the launch of multiple prototypes in small, controlled tests. Government leaders adept at rapid prototyping may generate several potential solutions and launch them all in small pilots, to see which ones work and which successful aspects can be combined.

  • Rebel rousing involves seeking out and encouraging individuals who question the status quo, creating a safe environment for contrarian thinking and challenges to established practice, and setting a clear purpose while allowing for flexibility in how the purpose is achieved. Listening to “good rebels” can be a safe way to reveal problems and potential obstacles, decreasing the likelihood that leaders will be blindsided by dissenters or “bad rebels.”

JH

James Hughes Fri 29 May 2015 2:36AM

I had seen this. I like the way they have laid this out and it makes really good sense. It pretty much provides a healthy antithesis to BAU.....nice one.

NT

Nigel Taptiklis Thu 25 Jun 2015 9:05AM

This fascinating 1 hour neurobiology lecture covers the research insights to what we practiced, experienced and validated in 45 mins ;-)

Gerald Hüther: The Social Organization of the Human Brain - Implications for Management and Leadership

NT

Nigel Taptiklis Fri 23 Oct 2015 12:01AM

A great guest post on the Social Labs blog by Gina and Chelsea, summarising their masterclass session back in May:

http://www.social-labs.com/social-labs-revolution-a-masterclass-in-new-zealand/?mc_cid=c42a71d9e3&mc_eid=f2c8628756