El Liderazgo Consciente (Mindful Leadership)

Future-cast Series — Sharing upcoming publications

Langer, Ellen J., & Ritchie-Dunham, James L. (2014). El Liderazgo Consciente (Mindful Leadership). En C. Díaz-Carrera & A. Natera (Eds.), El Coraje de Liderar: La Democracia Amenazada en el Siglo XXI. Madrid: Tecnos.

¿Qué entendemos por “liderazgo consciente” o “mindful leadership”? Liderar implica generar un sentido compartido que impulse los cambios necesarios para enfrentar problemas difíciles. La consciencia, como la definimos en nuestra investigación, consiste en detectar lo nuevo. Cuando estás consciente (mindful), buscas el cambio y lo aceptas.  Tanto si lo aceptas como si no, la vida es cambio. Dada la realidad del cambio, es mejor saber lidiar con él que tratar de evitarlo o ignorarlo.  Por lo tanto, el liderazgo consciente tiene que ver con la utilización de procesos conscientes enraizados en una cultura también consciente. Y ello con el objeto de detectar la incertidumbre y sacarle partido.

Este capitulo aplica la amplia investigación de Langer al contexto del liderazgo consciente aprovechando tres experiencias de liderazgo que hemos tenido con ejecutivos. Este diagnóstico sugiere una solución consciente y unas prácticas organizacionales. Veremos tres casos en donde se aplica esta solución.  Así, comprobaremos la importancia de estas nuevas perspectivas en una empresa proveedora de electricidad; de las nuevas categorías en un consejo escolar y de la nueva información en una empresa textil.

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Mindful Leadership

Future-cast Series — Sharing upcoming publications

Langer, Ellen J., & Ritchie-Dunham, James L. (2014). Mindful Leadership. In C. Díaz-Carrera & A. Natera (Eds.), El Coraje de Liderar: La Democracia Amenazada en el S. XXI. Madrid: Tecnos.

What do we mean by mindful leadership?  Leadership focuses on building shared meaning for the purpose of enabling change to deal with contentious problems.  Mindfulness is noticing new things.  When you are mindful, you are looking for change, and you embrace it.  Things are always changing, whether you embrace the change or not, so you are better off understanding how to deal with it, versus believing that you can hold it still or run away from it.  Putting these two concepts together, mindful leadership is about using mindful processes in a mindful culture to see, name, and work with uncertainty.

This chapter focuses the lens of mindfulness research on the context of mindful leadership through four stories of leadership.  We will use the mindfulness lens to diagnose each leadership situation and suggest a mindfulness solution.  We will translate the mindfulness solution into organization practices, which we will use to resolve the four cases.  We will see the importance of new perspectives in an electric company, new categories in a school board, new information in a textile company, and the use of all three in a state-wide project.

Strategic Clarity: Actions for Identifying and Correcting Gaps in Mental Models

Past-cast Series — Seeing relevance in earlier publications

Ritchie-Dunham, James L. and Luz María Puente. 2008. Strategic Clarity: Actions for Identifying and Correcting Gaps in Mental Models, Long Range Planning, 41(5) 509-52.

Whether you are making quick resource-allocation decisions alone or collaborating with your executive team to set organizational strategy, what you see, what you advocate, and what you ultimately decide are influenced by the map of the world you carry around inside your head. In some ways, this map or mental model is unique to you, as it was formed through your specific experiences and ways of engaging with the world. This article is based on a decade of research and fieldwork and is illustrated with multiple references to both large and small European and American organizations in the for-profit, non-profit, and governmental sectors. It presents five guiding questions that can help identify and correct gaps in managers’ mental models of their organizations. This approach enables managers to be clear about how to move their organizations in the desired direction, in order to achieve their goals. While useful for professional managers of complex systems, these questions are particularly applicable for leaders of civil society, governmental, and entrepreneurial for-profit organizations. The main contribution of this article is a framework of exercises based on the five questions that integrates traditional strategic dimensions and allows leaders to identify gaps in their mental models, resulting in more effective leadership and improved performance.