A Multi systemic approach to

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AUTHENTIC LEADERSHIP

• A Multi systemic approach to
• Organisational Role Analysis

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Outline of the Workshop

• Introduction to the Transforming Experience
  Framework
• Questions
• Significant Event Analysis (finding, making and
  taking a ROLE)
• Practical demonstration
• Using Significant Event Analysis with oneself
• Discussion

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Authentic Leadership
Genuine, authoritative, known to be true,
reliable and consistent. Old Latin French, Greek
Revealed meaning embodied In action
Aligned with values, faith, beliefs, passions,
desires and yearnings in ROLE
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Authentic Leadership a dynamic process
Managers
Implementers
Stakeholders
How
What
Why
Leadership
Management
Operations
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The Transforming Experience Framework
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What we see.
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Depends on where we stand.
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Experience of Connectedness with SOURCE
Experience of Connectedness with SOURCE

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The order that underlies and enfolds all
orders, that unifies all fields and forms
The power behind all existence, encrypted
everywhere in the foundation of space itself.
SOURCE
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ENERGY
Consciousness
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The Experience of being a Person
PERSON
desire
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The Experience of being in Context
Experience of Connectedness with SOURCE
The experience of being a PERSON
CONTEXT
resources
desire
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OUR WORLD
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57 Asians 21 Europeans 14 North and South
Americans 8 Africans 30 white 70 non white
THE GLOBAL VILLAGE
6 people would possess 59 of the worlds
wealth and they would all be from the USA 80
would live in substandard housing 70 would be
unable to read 50 would have malnutrition 1 would
have a college education 1 would own a computer
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The Experience of being in a System
Experience of Connectedness with SOURCE
The experience of being in CONTEXT
The experience of being a PERSON
resources
desire
SYSTEM
purpose
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I see, quoth he, the Elephant Is very like a
snake!
God bless me! but the Elephant Is very like a
wall!
Deny the fact who can,This marvel of an
Elephant Is very like a fan!"
"I see," -quoth he,- the ElephantIs very like
a rope!"

To me 'tis mighty clear,This wonder of an
ElephantIs very like a spear!"
Is mighty plain, quoth he Tis clear enough
the Elephant Is very like a tree!
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And so these men of IndostanDisputed loud and
long,Each in his own opinionExceeding stiff and
strong,Though each was partly in the right,And
all were in the wrong!
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Transforming Experience into Authentic Leadership
Action through Role
Experience of Connectedness with SOURCE
connectedness
yearning
The experience of being a PERSON
The experience of being in CONTEXT
ROLE
resources
desire
Action whichserves the purposeof the system
accountability
SYSTEM
purpose
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SIGNIFICANT EVENT ANALYSISFinding, Making and
Taking Roles

• Aim to bring into view (more of) the forces and
  factors which influence the process through which
  we find, make and take roles in our work-systems.

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Phase 1 Finding the Role

• Presenter
• Clarifier
• Analyser

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The Presenter brings a significant event

• specific
• current
• involves the Presenter
• and requires an action or decision on his/her
  part.

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The Clarifier interviews the Presenter to find

• the system(s) in which the Significant Event took
  place
• other systems which may need to be taken into
  account
• the purpose of the system
• what the Presenter brings to their role desires,
  passion, knowledge, skills, beliefs
• features of the context which may be affecting
  the Significant Event, e.g. social, commercial,
  political, cultural etc.

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Phase 2 Making the Role (using evidence from
Person, System, Context and/or Oneness-with-the-ot
her)

• What is the picture in your mind of this system?
  What feelings or images have been evoked in you?
  Was there any aspect of what you heard that you
  found intriguing or unexpected?
• What might these be telling you about a force or
  factor that may be influencing the situation?
• Try to develop a hypothesis about this particular
  aspect of the situation.
• What additional information would provide further
  evidence for the hypothesis? Frame an open-ended
  question to test your hypothesis, ideally one
  which could as easily disconfirm as support it.

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Phase 3 Taking the Role

• The Presenter considers possible action(s) in
  relation to the Significant Event which will
  benefit the system, taking account of the forces
  and factors identified in Phase 2
• Analysers help the Presenter explore the likely
  response to the proposed action(s), benefits and
  possible risks.