{"id":31447,"date":"2023-02-28T12:25:22","date_gmt":"2023-02-28T20:25:22","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=31447"},"modified":"2023-02-28T12:25:22","modified_gmt":"2023-02-28T20:25:22","slug":"just-in-time-2","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/just-in-time-2\/","title":{"rendered":"Just in Time"},"content":{"rendered":"

Ronald Heifetz, Alexander Grashow and Marty Linsky are each leadership experts in their own right, each with long pedigrees. But in \u201cThe Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World,\u201d[1]<\/a> they combine their sixty-plus years of experience and learning to provide a leadership \u201cfield book\u201d[2]<\/a> that offers \u201c\u2026practical steps [a leader] can take to act further on behalf of [their] deepest values, to maximize the chances of success and minimize the chances of\u2026being taken out of action.\u201d[3]<\/a> They share \u201c\u2026concepts, tools, and tactics\u2026to help [a leader] mobilize people toward some collective purpose\u2026beyond individual ambition.\u201d[4]<\/a> The do all of this in service of leaders gaining a deeper understanding of \u201c\u2026the processes and practices of leadership\u201d so they can \u201c\u2026address the adaptive pressures that challenge anyone\u2019s current individual and collective competence.\u201d[5]<\/a><\/p>\n

In the spirit of a field guide, they have organized their book in such a way that the reader can do a deep dive from cover to cover or dip into a particular section or topic relevant to the leadership challenge they are facing that particular day. It is divided into five parts:<\/p>\n

Part One: Introduction to using the book, the theory behind the practical processes and resources they offer later in the book, and four tips to consider before jumping into the challenging work of adaptive leadership.<\/p>\n

In Part 2 through Part 4 they begin to unpack the foundational concepts relevant to each section, example stories, \u201cOn the Balcony\u201d reflection questions to encourage stepping back and taking a high-level view on the process or skill being discussed, and \u201cOn the Practice Field\u201d exercises that can be used with one\u2019s team to begin expanding adaptive capacity.[6]<\/a> Two core processes are underly the art and practice of leadership: Diagnosis (data collection and problem identification that unpacks the what and why of the challenge needing to be addressed) and Action (an iterative process of interventions). The movement between these two processes is on-going, thus building adaptive capacity and skill at both an individual and communal level.[7]<\/a> And, the processes of Diagnosis and Action \u201c\u2026unfold in two dimensions: toward the organizational or social system you are operating in and toward yourself.\u201d[8]<\/a> With this framework in mind:<\/p>\n