Providing Tolerable Change
Preventing Chaos Within Groups Moving Toward Change: How to control & balance changes at tolerable levels while being in a position of authority
Published on: Mar 4, 2016
Transcripts - Providing Tolerable Change
PREVENTING CHAOS WITHIN
GROUPS WHILE MOVING TOWARD
HOW TO CONTROL & BALANCE CHANGES AT
TOLERABLE LEVELS WHILE BEING IN A
POSITION OF AUTHORITY
Position of authority
Derived from a person’s
With or without authority
Extends beyond holding
First, analyze the situation
Steps to applying formal and informal leadership to mobilize adaptive
1. Holding environment
2. Command and direct attention
3. Know your groups resiliency
4. Control the flow of information
5. Frame the issues
6. Orchestrate levels of conflict
7. Decide on use of consultative, autocratic or consensual form of
Authority as a Resource for Leadership
Managing the Holding Environment
A holding environment:
• Contains and regulates
• Buffers distress
• Reduces social tension
Authority Relationships can provide a
holding environment with:
- Bonds of trust
- Bonds of fear
- Mutual needs
- Brute force or its threat
Coercive Holding Environments
How fast should adaptable
change be applied?
•What is the severity of the stress?
•What is the resiliency of the group?
•What is the strength of authority and the holding
authority they can provide?
If we put people in an emotional emergency room, we shouldn’t be surprised when
they hand us the bill for damages and don’t trust us anymore.
If people are diverting attention from the real
issue a leader can:
- Use their authority to force the issue into
- Incrementally challenge people to face an
Orchestrating Conflicting Perspectives
The Razor’s Edge
Some tools for walking the razor’s edge with more skills:
1. Identify the adaptive challenge
2. Keep the level of distress manageable
3. Focus attention on the right issue
4. Give the work back at a manageable rate
5. Protect voices of leadership without authority
Falling Off the Edge
2. Frontal Challenge
3. Riding theWave
•For a ship to sail it needs wind.
•For a change to happen it needs challenge .
•Too much wind and you destroy the ship or take it
off its course.
•Too much challenge and you destroy all hope of
improvement and positive change.
When people in groups feel protected and
directed by a leader who maintains order within a
group, people feel safe enough and courageous
enough to work together in finding solutions to
tough challenges so that change is possible.
•Heifetz, R.A. (1994). Leadership without Easy Answers. Cambridge:
The Belknap Press of Harvard University Press