A Balcony Perspective – ‘Seeing the system’
In this, part 4 of the series, we are going to explore taking a balcony perspective. Fitting with the theme, it’s time to take a step back.
In part 1, we explored the risk of falling into what I call the ‘authority trap’ when facing complexity – this is where we attempt to lead through the challenge with a level of authority and clarity which is mis-matched by the complexities of the situation. To counter this, I suggested that there are four practices that are helpful to cultivate. So far we have explored two of them.
- Creating a holding space for navigating complexity – a space which is grounded in psychological safety and clarity of purpose, roles etc. enabling a space where people can fully engage – part 2
- Bringing curiosity and encouraging others to bring curiosity also so we can purposefully and expansively explore and learn about the challenge at hand – situational humility is a key part of this – part 3. This is akin to the ‘probing’ stage in the complex quadrant of David Snowden’s Cynefin Framework (see image). The Cynefin Framework was developed to help leaders understand their challenges and to make decisions appropriate to their context. When facing a complex challenge, it is key to listen beyond the usual voices we hear and explore other perspectives.
Now in this part 4, it is the time to step back, on the ‘balcony’ to see the system. This is the sense-making stage in the complex quadrant of the Cynefin Framework.
The questions to tease out here are for example:
- From what we have heard and seen and discovered in the probing stage, what are we noticing about the shape that’s emerging? Imagine it is a jigsaw unfolding, what do you notice about what is showing or not up?
- What are the common threads or patterns across the picture?
- Where is heat / stress being experienced?
- Who holds power?
- Where are there coalitions or alliances that need to be considered?
- When we consider this emerging picture, what losses or gains will different parties experience if we are to achieve our purpose?
In adaptive leadership, we speak of observing – interpreting – intervening. The emerging picture is the observation – we notice what is happening. As we try to make sense of it, we are interpreting – ideally making multiple possible interpretations / hypotheses so we can stretch our thinking and perspective on the situation. It is beneficial to take time over this step, to genuinely consider different hypotheses and then identify a likely working hypothesis.
You may choose to do this reflection in a journal or with colleagues. Either way, it is time well spent stepping back from the fray so we can intervene effectively. In the next and final part (part 5), we will teasing out this ‘intervening’ step, or as described in the Cynefin Framework – how we ‘respond’ to the system with an experimental approach. The idea is not that the actions are successful or unsuccessful, but rather they result in learning…. more on that next time.
The usual approaches don’t work in complexity where situations are not black and white. The purpose of this series is to enable us to avoid ‘the authority trap’ in navigating complexity with this black and white thinking. As we weave through these steps, bringing curiosity and humility to the situation, we become less attached to our own views and our perspective broadens making us better equipped to navigate through the messiness.
As always, do get in touch with any questions – until next time!
With best wishes, Eadine
Amplifying leadership and team impact through psychological safety and adaptive leadership.
Eadine is the founder of Resonate Leadership. As a coach and psychological safety consultant, she uniquely brings adaptive leadership and psychological safety together as she cultivates ‘brave spaces’ for clients to navigate complexity. She is certified in the Fearless Organisation Scan, author of the Law Society Psychological Safety Toolkits, facilitator of the LEGO® Serious Play® method and she is a certified Leadership Agility® Coach .
If your organisation is navigating complexity do reach out for a complimentary conversation – if you don’t know where to start, that’s ok, we can start with curiosity.