Leadership in Highly Anxious Systems

Session Submission Type: Workshop

Short Description

Without a framework for understanding systems theory and without expertise in dealing with the fragmentation, distorted communication, and conflicts that result from complex change, leaders will flounder and fail. This workshop will introduce a model developed from the research of John Kotter, Edwin Friedman, and William Bridges that has significant applicability to the practice of leadership in tumultuous periods. Participants will experience systems theory and research-based, practice-oriented processes for leading effectively in high anxiety systems.

Detailed Abstract

The degree and pace of global change faced by 21st century leaders is comparable only to the 4th and 17th centuries when the shifts in understanding of the world and the universe shattered numerous commonly accepted beliefs and perceptions. The current state of change is so rapid and complex that it has created a level of uncertainty and upheaval that is enormously challenging and, at times, difficult to absorb. What is notable in the events occurring around the globe is the presence of intense emotionality and high levels of anxiety. Unhealthy coping responses have ranged from a resurgence of bigotry, nationalism, protectionism, isolationism, chaos to, at times, violence. A lack of well differentiated leadership in systems has produced disturbing examples of societal regression, i.e., scapegoating, blaming, incivility, etc.

This workshop introduces leaders to a model developed on the research on change and transition by John Kotter and William Bridges respectively; and the work of two systems theorists/practitioners whose approaches to leading change have significant applicability to leadership during tumultuous periods. Murray Bowen’s interlocking concepts and Edwin Friedman’s insights on the emotionality of systems and the primacy of the well-differentiated leader in effective interventions all serve to enrich the understanding and practice of leadership in the current context.

Workshop participants will engage in an exploration of the interlocking emotional processes that exist in systems under extreme stress – be they individuals, groups, organizations, communities or countries. Bowen and Friedman’s theories share a belief in the universality of certain key aspects of systems and their applicability to a wide range of situations. Regardless of differences in culture, ethnicity, age or geography, systems under stress tend to evoke the same behaviors especially when high levels of anxiety are present.

The focus of this workshop is on leaders and the processes they must attend to successfully lead highly anxious systems with intense emotional connections and interlocking networks of interdependence that affect thinking, feelings, and behavior.

Leaders need to be able to deal adroitly with the resistance and sabotage that occurs with change; set clear boundaries and respond with integrity and provide a sense of clarity and coherence in the system. The antidote to system and societal regression resides within the individual, what Friedman describes as “the leader’s being.”

The combination of anxiety and intense emotionality of systems in distress and the complexity of problems they are facing demand an integrated, innovative approach to leadership and leadership development. Friedman and Bowen’s research demonstrated that methods and techniques were ineffective in dealing with highly anxious systems unless the approach shifted to the leader’s capacity to avoid being regulated by the system’s emotional processes. They believed that “…the integrity of the leader promotes the integrity of the system he or she is leading.” This understanding supports the workshop’s integrated approach to leadership development that prepares leaders to manage and modulate levels of high anxiety in any system, beginning with themselves. This approach induces an openness to learning rather than a paralyzing fear of the unknown; develops adaptive capacity rather than rigidity; and promotes inclusion and respect for differences rather than bigotry and isolation.

Participants will leave with a clearer understanding of systems theory; a knowledge of the critical and universal concepts in systems; the urgent need for well-differentiated leadership; and a research-based, practice-oriented process for leading effectively in high anxiety systems.

Sub Unit

• Leadership Development

Presenters

• Katherine Tyler Scott, Ki ThoughtBridge

• Irma Tyler-Wood, Ki ThoughtBridge