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Behavioral DNA of Collaborative Leadership
1) The document discusses using the "Organizational Zoo" as a creative metaphor to visualize an organization's culture and stimulate constructive conversations about behaviour and culture. 2) It introduces different animal archetypes that represent different behaviours, such as lions representing aggressive leadership and bees representing collaborative teamwork. 3) The zoo metaphor provides a safe way to discuss potentially sensitive cultural issues and help leaders understand how their own behaviours impact culture and relationships within the organization.
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Behavioral DNA of Collaborative Leadership
- 1. 1 Behavioural DNA ofCollaborative Leadership ‘Visualising Culture’ enables Trusted Relationships © Arthur Shelley 2021 Permission of the author required for commercial use or storage. SIKM Leaders December 14, 2020 Dr Arthur Shelley Organizational Zoo Ambassador Network @Metaphorage
- 2. 2 Leadership benefits fromsocialising ideas © Arthur Shelley 2017 Permission of the author required for commercial use or storage.
- 3. 3 Why Behavioural DNA? •Leadership is a strong influencer of culture • Culture is complex – challenging to “simplify” into an understandable visual • Culture impacts relationships, trust and therefore knowledge flow and performance • Different people have differing perspectives of the culture • Typically, an organisation has many subcultures • The Organizational Zoo creative metaphor provides a safe and fun way to stimulate inclusive and constructive conversations about behaviour and culture © Arthur Shelley 2021 Permission of the author required for commercial use or storage.
- 4. 4 How comfortable doyou feel about the future? A. I worry a lot about the uncertainty and risks these involve. It is highly likely that there will be a long recession B. I acknowledge there is some uncertainty and this will make our lives difficult in the medium term C. I am a little unsure about the future, but feel it should be OK D. I am confident that we will recover from this in the medium term and things will evolve into a comfortable “new normal” E. I am excited about the opportunities such a disruptive change will enable, once we get past the health threat © Arthur Shelley 2021 Permission of the author required for commercial use or storage.
- 5. 5 So how doesit work? Meet our Org Zoo Family © Arthur Shelley 2017 Permission of the author required for commercial use or storage. Ant Bee Chameleon Dog Eagle Feline Gibbon Hyena Insect (beneficial) Insect (pestiferous) Jackal Kid Lion Mouse Nematode Owl Piranha Quercus robur Rattlesnake Sloth Triceratops Unicorn Vulture Whale X Breed Yak Zoo The environment ? The missing link
- 6. 6 Lion Aggressive command& control Strong & Territorial Charismatic or ego-driven Decisions and risks Can disengage others What behaviour does a Lion represent? © Arthur Shelley 2017 Permission of the author required for commercial use or storage.
- 7. 7 Bee Collaborative &Sharing Assume specific roles Everything for the hive Leads teamwork Can focus internally What behaviour do Bees represent? © Arthur Shelley 2017 Permission of the author required for commercial use or storage.
- 8. 8 Visualising your BehaviouralDNA © Arthur Shelley 2021 Permission of the author required for commercial use or storage.
- 9. 9 Reflect Forward aboutDiversity of Perspectives © Arthur Shelley 2020 Permission of the author required for commercial use or storage.
- 10. 10 Provoking Constructive CultureClash Culture A Culture B Common Identity & Belonging Common source of conflict – BUT is opportunity © Arthur Shelley 2021 Permission of the author required for commercial use or storage.
- 11. 11 What behavioural styleis you boss… (mostly) A: Controlling/ Political © Arthur Shelley 2021 Permission of the author required for commercial use or storage. B: Strategic/ Inspirational C: Collaborative/ Inclusive D: Supportive/ Social Behavioural Improv http://www.organizationalzoo.com/zootube/
- 12. 12 People react tochange differently… © Arthur Shelley 2021 Permission of the author required for commercial use or storage. Aust. Bushfires: COLLABORATIONCOVID-19: COMPETITION Unprecedented Virtual GIVING: Those giving were NOT at risk Situation reasonably predictable patterns Unprecedented taking: Those in conflict perceived personal risk Situation VUCA (Volatile, Uncertain, Complex, Ambiguous)
- 13. 13 WEF: The globalchanges in Social Perspectives © Arthur Shelley 2021 Permission of the author required for commercial use or storage. https://www.weforum.org/reports/human-capital-as-an-asset-an-accounting- framework-to-reset-the-value-of-talent-in-the-new-world-of-work
- 14. 14 Success through “BecomingAdaptable” © Arthur Shelley 2021 Permission of the author required for commercial use or storage. Toronto gin distilleries produce hand sanitizer https://nowtoronto.com/news/ toronto-gin-distilleries-hand- sanitizer-covid-19/ 1. Strength/Capabilities => Alcohol 2. NEED/Alternative Context => COVID 3. Product to assist => Alcohol Sanitiser 4. Deliver Value => Save Health worker lives 5. Learn/Cocreate New => What else/next?https://www.dailymail.co.uk/news/article-8283513/Chapel-Street- restaurants-adopt-car-dining-beat-dining-restrictions-Melbourne.html Melbourne in car fine dining
- 15. 15 Paradox: Leading ANDManaging © Arthur Shelley 2021 Permission of the author required for commercial use or storage. Shelley, KNOWledge SUCCESSion 2017
- 16. 16 Optimising your LeadershipBehavioural Choices © Arthur Shelley 2021 Permission of the author required for commercial use or storage. Listen & Share Contribution Open Mindset Learn Lead Trusted Relationships Participant Actions Collaborative Outcomes © Arthur Shelley 2020
- 17. 17 © Arthur Shelley2013 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for commercial use. Adapting your Behavioural Ecosystem to Context
- 18. 18 Understand your ComfortZone (Behavioural Preferences) © Arthur Shelley 2021 Permission of the author required for commercial use or storage. 1 2 3 4 5 6 7 8 9 10
- 19. 19 Where the magic happens BuildingCapability to Deal with VUCA © Arthur Shelley 2021 Permission of the author required for commercial use or storage. Your Comfort Zone
- 20. 20 Build Trusted Relationshipsfor Performance Improvement © Arthur Shelley 2021 Permission of the author required for commercial use or storage.
- 21. 21 Insights for LeadershipBehavioural Adaptability • Behaviour can be a choice! • Choose your behaviour wisely for optimal performance • Become more adaptable by practicing behavioural improv games • The Organizational Zoo creative metaphor provides a safe and fun way to stimulate constructive conversations about behaviour © Arthur Shelley 2021 Permission of the author required for commercial use or storage.
- 22. 22© Arthur Shelley2021 Permission of the author required for commercial use or storage. Co-Created from Multiple Experiential Ecosystems
- 23. 23 Keep “Conversations ThatMatter” flowing… © Arthur Shelley 2020 Permission of the author required for commercial use or storage. [email protected] Free Resources: www.organizationalzoo.com/profiler www.organizationalzoo.com/blog www.intelligentanswers.com.au Ph +61 413 047 408 @Metaphorage
- 24. 24 Useful Resources (pleaseuse with acknowledgement of source) Shelley, AW 2007 The Organizational Zoo, A survival guide to workplace behavior Aslan Publishing Fairfield. USA. Shelley, AW 2009 Being a Successful Knowledge Leader. ARK Publishing, Sydney, Australia. Shelley, AW 2010 Behavioural based leadership. http://organizationalzoo.com/blog/?p=51 Shelley, AW 2011 Creative metaphor as a tool for stakeholder influence. Chapter 9 in: Bourne, L Advising Upwards. pp 271-296. Gower Publishing. Shelley, AW 2012 Metaphor as a means to constructively influence behavioural interactions in project teams. PhD Thesis PCPM, RMIT University. Shelley, AW 2012 Metaphor Interactions to Develop Team Relationships and Robustness Enhance Project Outcomes. Project Management Journal 43, 6, 88-96 Shelley, AW 2013 12 Principles of knowledge leadership. Chapter in Roche, H Successful knowledge leadership: Principles and practice, ARK Publishing, pp. 1-6. Shelley, AW 2014 Active Learning Innovations in Knowledge Management Education Generate Higher Quality Learning Outcomes. Journal of Entrepreneurship Management and Innovation. 10(1) pp. 129-145. Shelley, AW 2014 KNOWledge SUCCESSion. GLOBE 1(1) http://www.ikms.org/Globe-1ED/SitePages/KM%20and%20Organisational%20Roles.aspx Shelley, AW 2017 KNOWledge SUCCESSion. Sustained performance and capability growth through strategic knowledge projects. Business Expert Press. Relevant Online Video: http://www.organizationalzoo.com/zootube/ Related online articles: Creating Applied Social Learning Ecosystems: https://journals.sfu.ca/jalt/index.php/jalt/article/view/19 Behavioural Adaptability: http://www.organizationalzoo.com/behavioural-adaptability-is-the-new-normal/ Conversations That Matter: http://www.organizationalzoo.com/conversations-that-matter/ Generating Traction for Change Initiatives: https://www.linkedin.com/pulse/gathering-enough-steam-get-traction-change-arthur-shelley/?published=t Cocreated Projects Worth Doing: http://creactos.org/index.php/jtg/article/view/9/7 © Arthur Shelley 2020 Permission of the author required for commercial use or storage.