The Practice Of Adaptive Leadership

1195 WordsOct 26, 20165 Pages
The purpose of this paper is to provide a summary of part three of Heifetz book the Practice of Adaptive Leadership. Parts one and two primarily focused on the theory behind the concept of adaptive leadership and diagnosing the system. Whereas, part three focuses on mobilizing the system. Mobilizing the system is a critical and necessary factor in managing adaptive change. Adaptive change is all about mobilizing individuals within the organization to greater success. However, it is not always the easiest part of the change process. Chapters 8 through 12 covers a wide variety of strategies and techniques to assist in mobilizing the system such as making interpretations, designing effective interventions, acting politically, orchestrating conflict and building an adaptive culture. A consistent theme that is outlined throughout the book is the important lesson of not reacting, responding or prematurely trying to fix challenges. In fact, Heifetz (2009, 110) reiterates that the first step towards effective action is non-action. I have learned that this strategy is extremely critical when managing adaptive change. Since reading the book, I have learned the significance of not reacting impulsively. In my current context, I have been faced with several challenges and my initial reaction has been to immediately correct the situation or solve the problem. However, as I continue in my efforts of practicing adaptive leadership and effectively managing adaptive change, I have
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