Quantum Leadership: Short Paper 1



Quantum Leadership: Short Paper 2Patricia L. GaransuayWayland Baptist UniversityQuantum Leadership: Short Paper 1Having previously addressed the challenges that quantum leaders now face in the areas of technology, innovation, and the changing landscape of leadership techniques and styles, it is now necessary to focus in on the “human” element. That is the complexities associated with conflict management, crisis and change, and the idea of “living” leadership: vulnerability and risk taking. Successful quantum leaders must understand the basic elements of conflict management and learn the essential skills associated with resolution processes. Additionally, those in leadership positions must also understand the requirement to be prepared for the unexpected (Porter-O’Grady & Malloch, 2011.) Predicting and adapting to the crisis associated with change is unavoidable during these challenging and rapidly evolving times. Lastly, and a recurring theme, managers and leaders today must become comfortable with the fact that there are no longer “subject-matter-experts” in today’s world. As discussed by the authors of Quantum Leadership, the new challenge if that leaders become comfortable with “information management…to become competent as information access finders and relationship makers” (Porter-O’Grady & Malloch, 2011.) To be successful in this endeavor will require a certain level of risk-taking and, ultimately, open vulnerability.Conflict is, simply put, unavoidable. It is one of those fundamental key components of the human experience. Avoiding conflict is not possible so finding ways to properly manage it is a key skill and task that must be developed by today’s leaders. Looking at conflict as a way to make progress towards positive change is necessary. Conflicts provide opportunity for growth and transformation and should be viewed as yet another tool for the quantum leader (Edersheim & Drucker, 2007.) As noted by our authors, conflict is simply the “indication of the presence of differences” (Porter-O’Grady & Malloch, 2011.) It is those differences that can exploited to reveal new ideas and innovative creativeness. However, in order for this to occur there must be an environment that openly embraces and facilitates honest and open discussions. Additionally, there should be the establishment of congruence between organizational and professional work goals. When there is an alignment between personal and corporate goals, people feel more open, cooperative, engaged and supportive with far less frustration and anger (Porter-O’Grady & Malloch, 2011.) The healthcare environment is particularly frustrating and difficult to work within. With so many influencing factors, both within and outside of the organizational structures, behaviors and characteristics of people can lead to conflict, in spite of our very best efforts (Behfar, Peterson, Mannix, & Trochim, 2008.) When conflicts do arise, and they will, an effective leader must be able to get to the root of the problem and decide what type of conflict is at hand in order to best assist in its resolution.Conflicts typically will fall into one of two categories: interest-based or identity-based (Porter-O’Grady & Malloch, 2011.) Identity based conflicts in the work place can be particularly challenging because they stem from an individual’s core need for self-determination, dignity, and purpose. These needs are influenced by a variety of factors such as culture and beliefs, sense of self, and values. Each human being has their own unique history and set of life experiences that make them who they are. It is this vast variance between individuals that make these types of conflicts more difficult to resolve. Interest-based conflicts on the other hand tend to take on the form of conflicting or competing ideas and plans. In these situations, leaders become mediators who strive to get the parties to come to a mutual agreement through mediation. Shifting the focus of the parties from a need to “win” to reaching a place of mutually beneficial understanding is the primary objective. Successful conflict management is a fundamental part of managing human relationships in the workplace (Porter-O’Grady & Malloch, 2011.) Today’s leaders must continuously strive to avoid unnecessary conflict while understanding and embracing the differences unique to each of their employees. Using unavoidable conflicts as springboards towards positive change by nurturing and facilitating open and honest communication is critical. Understanding that it is the unique contributions of the individuals that oftentimes create opportunities for conflict (Tojo & Dilpreet, 2007) healthcare leaders can responsibly supervise in today’s truly diverse and dynamic work environment. What instigates conflict more rapidly perhaps than anything else is the never ending prospect and reality of change in today’s healthcare environment? It is a well-known phenomenon that most people simply do not like change. Yet, the one thing that leaders can be assured of as the normative experience is that change is inevitable. As noted by our authors “all of the planning in the world and all of the anticipation that accompanies it cannot change the fact that contingencies are a fundamental part of the human experience” (Porter-O’Grady & Mallock, 2011.) Once we have openly accepted the fact that not all change can be anticipated, it is then that we are better able to place more attention on developing adaptation and coping techniques to deal with the consequent crisis that will arise. Crisis can come in many forms, ranging from natural disasters to war. Humans have formed complex organizational systems and, the more complex the system, the more likely the onset of a crisis (Porter-O’Grady & Malloch, 2011.) It is absolutely vital that health care leaders are prepared to confront the unexpected on a daily basis. The best approach is the development of systematic and integrated plans at the behavioral and operational levels within their organizations. The diversity, breadth, and complexion of the human species have become so complex that it can be both difficult to understand and manage (Zimmerman, Lindberg, & Plsek, 1998.) This concept is further elaborated upon by our authors who state that, furthermore, organizations have to be able to adapt to their changing realities. First and foremost, senior management and leadership must ne wholeheartedly committed to and invested in the change dynamic (Leban, 2007.) Secondly, there must be organizational buy-in for both the design of the infrastructure and the processes associated with the undertaking of work (Porter-O’Grady, 2011.) Lastly, there needs to be efforts made to understand and convey the importance of a coherent and organized response to change by everyone within the organization. The introduction of a crisis into an already over-burdened and stressed healthcare infrastructure creates additional demands that may make balancing the day-to-day requirements with a crisis impossible (Hamlin, Keep, & Ash, 2001.) A key skill for today’s quantum leader is the requisite for balancing the long term needs of the organization against the inevitable event of a crisis. This task for the quantum leader, the ability to balance the long term needs of the organization against the ever impending crisis’ that loom overhead seems like an impossible assignment. This is when “Living Leadership: Vulnerability, Risk taking, and Stretching,” suddenly, becomes a little more understandable. Often times, the word vulnerability conjures up negative connotations of weakness or inability. With the previous discussion and acknowledgment that change is inevitable and the seemingly overwhelming concept that today’s quantum leaders of health care organizations must be prepared for unavoidable crises, it stands to reason that leaders must not only know, but show their limitations. This type of vulnerability is not about weakness of incompetence. It is about transparency and the willingness to employ the giftings and talents of other members within the organization to achieve its common goals and vision. No longer do we live in the days that one person can know and do it all. It is this simple acknowledgement and the quantum leaders willingness to “give up the quest for certainty to discover the benefits of fallibility” (Porter-O’Grady & Malloch, 2011) that will, in fact, drive organizations towards success.The second step in this process of living leadership is the notion of risk-taking. Like change, people are not big fans of risk-taking. Why? Because it can produce change! Risk-taking involves the element of the unknown and is therefore, consequently, viewed as a negative and undesirable trait in a leader. However, it is important to note that the role of the leader is to inspire creativity and to challenge the old ways of doing things. As a result, risk-taking and calculated change is an integral part of an evolving and dynamic leadership style. Risk taking doesn’t and shouldn’t be reckless. Small, calculated, and deliberate changes to current systems processes, also known as “tinkering,” is a great way to learn to take risks because it involves reconfiguring current practices instead of developing entirely new ones (Porter-O’Grady & Malloch, 2011.) Lastly, living leadership is demonstrated by the leader’s willingness to stretch their own as well as their organizations capacity. Within any organization there can usually be found new and untapped potential. Learning to mitigate and overcome reluctances to the implementation of new processes in the face of financial concerns, perceived dangers, and the threat of failure are hallmark signs of the quantum leader. Stretching and seeking new and dynamic ways of moving forward requires sharing in the uncertainties of the future, active reciprocity, collaborative team work, and the strengthening of social connections. Kellner-Rogers (1999) states that a complex web of relationships characterizes all living systems, to include organizations. Throughout this stretching process a lot of knowledge and experience is obtained. The challenge is identifying what is valuable and what was problematic and then putting this new information to work towards the common good of the organization (Porter-O’Grady & Malloch, 2011.)In summary, understanding the human element of Quantum Leadership and exploring the complexities associated with conflict management, crisis and change, and the idea of “living” leadership: vulnerability and risk taking are crucial in gaining an invaluable perspective. Dealing with conflict and being an effective resolution mediator increases the overall effectiveness of any organization. Understanding the vital importance of “expecting the unexpected” by developing systematic processes for dealing with change and subsequent crisis’ is a critical variable that ensures ability to survive over the long run. Finally, being a “vulnerable risk-taking” leader sometimes means that the challenge now comes in accepting our inability to know it all and embracing the fact that the best we can hope for as leaders is to become “competent in managing uncertainty” (Porter-O’Grady & Malloch, 2011.) If able to understand and grasp this new perspective, one can fully expect to be both a successful and inspiring Quantum Leader.ReferencesBehfar, K., Peterson, R., Mannix,E., & Trochim, W. (2008). The critical role of conflict resolution in teams: Up close look at the links between conflict type, conflict management strategies, and team outcomes. Journal of Applied Psychology, 93(2), 170-188.Edersheim, E.H., & Drucker, P.F. (2007). The definitive Drucker. New York, NY: McGraw-Hill.Hamblin, B., Keep, J., & Ash, K. (2001). Organizational change and development: A reflective guide for managers, trainers, and developers. New York, NY: Financial Times/ Prentice Hall.) Hock, d. (1999). Birth of the chaordic age. San fransisco, CA: Berrett-Kohler.Kellner-Rogers, M. (1999). Changing the way we change: Lessons from complexity. The Inner Edge, 1(6), 18-22.Lebon, B. (2007). Managing organizational change. New York, NY: Wiley.Porter-O’Grady, T., & Malloch, K. (2011). Quantum leadership: Advancing innovation, transforming healthcare (3rd ed.). Sudbury, MA: Jones & Bartlett.Tojo, J., & Dilpreet, C. (2007). Appreciative inquiry and knowledge management. North Hampton, UK: Edward Elgar.Weicke, K., & Sutcliffe, K. (2001). Managing the unexpected: Assuring high performance in an age of complexity. San Francisco, CA: Jossey-Bass.Zimmerman, B., Lindberg, C., Plsek, P. (1998). Edgeware. Irving, TX: VHA, Inc. ................
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