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Capitano, burocrate, maestro o regista - Al Complexity Literacy Meeting il libro presentato da Marinella De Simone

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Secondo un approccio complesso, lo stile di leadership prende forma ed emerge a seconda di ciò che si fa, di come e dove lo si fa. Per ogni ambiente, il comportamento manifesta chi si è e per chi si sta agendo. Lo scopo di questo lavoro è far riconoscere al lettore i possibili stili dominanti di leadership.

Publicado en: Liderazgo y gestión
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Capitano, burocrate, maestro o regista - Al Complexity Literacy Meeting il libro presentato da Marinella De Simone

  1. 1. IL LIBRO: CAPITANO, BUROCRATE, MAESTRO O REGISTA? UN APPROCCIO COMPLESSO A QUATTRO STILI DI LEADERSHIP Autori: Marinella De Simone Dario Simoncini Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?”
  2. 2. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” I PRESUPPOSTI DEL LIBRO  LA CIRCOLARITA’ NELLE RELAZIONI  L’AGIRE (O IL NON AGIRE) DELLA PERSONA MANIFESTA LA SUA INTENZIONE (CHI E’ - PER CHI STA AGENDO)  OGNI AZIONE PUO’ ESSERE ESAMINATA PER LIVELLI SISTEMICI  EMERGONO FENOMENI DUALI, DI GRUPPO, COLLETTIVI
  3. 3. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” UN APPROCCIO COMPLESSO ALLA LEADERSHIP  L’ORGANIZZAZIONE EMERGE DALLE RETI DI RELAZIONI  LO STILE DI LEADERSHIP E’ SPECULARE  LE INTELLIGENZE RELAZIONALI SONO INNESCHI DEL CAMBIAMENTO
  4. 4. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” LE INTELLIGENZE RELAZIONALI: EMOTIVA, SOCIALE, PERCETTIVA, COLLETTIVA Intelligenza (= leggere tra) è la capacità di scoprire relazioni e interconnessioni tra i vari aspetti della realtà INTELLIGENZA COME SISTEMA DI COMPETENZE RELAZIONALI
  5. 5. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” LE INTELLIGENZE RELAZIONALI CHE IMPATTANO SULL’ORGANIZZAZIONE • INTELLIGENZE INTERPERSONALI INTELLIGENZA EMOTIVA E’ la capacità di riconoscere ed utilizzare in modo consapevole le proprie emozioni, comprendere le emozioni dell’altro e facilitarne lo sviluppo costruttivo •Cosa provo? •Cosa prova l’altro? •Come possiamo trovare una sintonia? INTELLIGENZA SOCIALE E’ la capacità di riconoscere ed essere consapevoli dei ruoli, quello proprio e quelli degli altri, all’interno del gruppo in cui si agisce •Chi/cosa rappresento? •Chi/cosa rappresentano gli altri? •Qual è il mio ruolo nel team?
  6. 6. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” LE INTELLIGENZE RELAZIONALI CHE IMPATTANO SULL’ORGANIZZAZIONE • INTELLIGENZE ECOSISTEMICHE INTELLIGENZA PERCETTIVA E’ la capacità di riconoscere e descrivere le dinamiche che caratterizzano il contesto qui e ora •Cosa sta accadendo adesso? •Quali cambiamenti stanno avvenendo ora? •Come impatta la mia azione nel contesto? INTELLIGENZA COLLETTIVA E’ la capacità di riconoscere, comprendere ed immaginare l’evoluzione delle dinamiche collettive nel tempo •Che direzione stanno prendendo le persone? •Cosa sta emergendo? •Cosa accadrà dopo?
  7. 7. Marinella De Simone - CLM 2016 «CAPITANO, BUROCRATE, MAESTRO O REGISTA?” INTELLIGENZA EMOTIVA: FOCUS SULLE RELAZIONI DUALI Una bassa IE: - Mancanza di fiducia reciproca - Difficoltà a gestire le proprie/altrui emozioni - Difficoltà a mettersi nei panni dell’altro - Scarsa credibilità nella comunicazione - Ricorso a motivazioni/responsabilità esterne nel decision making Una elevata IE: - Spinta verso rapporti personali diversificati - Empatia, ascolto, fiducia reciproca - Apprendimento per imitazione - Comunicazione non-verbale coerente - Rischio: difficoltà nelle relazioni di gruppo - Rischio: rifiuto di ogni forma di conformismo - + Punto di max esclusione dell’altro Punto di max inclusione dell’altro
  8. 8. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” INTELLIGENZA SOCIALE: FOCUS SULLE RELAZIONI SOCIALI Una bassa IS: - Mancato riconoscimento dei ruoli sociali (proprio e altrui) - Senso di esclusione dagli altri ed estraneità - Mancanza di motivazione, distacco, indifferenza - Difficoltà a comunicare senza conflittualità - Difficoltà a «fare squadra» Una elevata IS: - Motivazione legata al consenso del gruppo («peers pressure») - Identità e status all’interno del gruppo - Importanza di rituali, miti, valori e credenze condivise - Rischio: stereotipi ed elevato conformismo (rifiuto del diverso) - Rischio: spirito di «branco» e necessità di nemici esterni Punto di max esclusione dal gruppo Punto di max omologazione nel gruppo + -
  9. 9. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” I TRADE-OFF TRA LE DUE INTELLIGENZE INTERPERSONALI Punto di max omologazione nel gruppo Io/il gruppo Io/l’altro Esclusione Differenziazione Omologazione Inclusione
  10. 10. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” INTELLIGENZA PERCETTIVA: FOCUS SUL «QUI E ORA» Una bassa IP: - Scarto tra effetto sperato e ottenuto nelle proprie azioni - Semplificazione della realtà - «Change blindness», scarsa attenzione - Difficoltà a guardare le cose da punti di vista diversi Una elevata IP: - Comprensione del contesto locale e globale - Coerenza dell’azione con il contesto - Riconoscere funzionamento di reti ed hub - Rischio: ricorso solo a strategie nel «qui e ora» - Rischio: non attenzione all’evoluzione nel tempo Punto di min comprensione del contesto Punto di max comprensione del contesto
  11. 11. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” INTELLIGENZA COLLETTIVA: FOCUS SULLE DINAMICHE NEL TEMPO Una bassa IC: - Difficoltà a distinguere effetti di breve/medio/lungo termine - Difficoltà a immaginare scenari alternativi possibili - Ricorso a strategie «push» irreversibili - Difficoltà a riconoscere le relazioni circolari di causa-effetto - Non pronto a «effetto soglia» ed emergere fenomeni inattesi Una elevata IC: - Previsione delle possibili dinamiche dei fenomeni nel tempo - Comprensione dei comportamenti collettivi - Armonizzare motivazioni diverse per obiettivo comune - Ricorso a diverse strategie di «nudge» nel tempo - Rischio: eccessivo affidamento su piani e previsioni - Rischio: concentrarsi sul proprio contesto locale («orticello») Punto di min comprensione dinamiche evolutive Punto di max strategia nel tempo in contesto locale
  12. 12. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” I TRADE-OFF TRA LE DUE INTELLIGENZE ECOSISTEMICHE Strategia conservativa (locale) Strategia contestuale (tattica) (globale) Strategia previsionale locale Strategia evolutiva (statico) (dinamico)
  13. 13. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” GLI STILI DI LEADERSHIP L’attivazione delle IR – il renderle attive nell’azione che si compie – fa emergere uno stile di leadership piuttosto che un altro, rendendolo coerente o meno con il contesto all’interno del quale la persona opera quattro stili dominanti di leadership: EROICA AUTORITARIA IMITATIVA GENERATIVA
  14. 14. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” 4 PROFILI DELLA LEADERSHIP quattro profili dominanti di leadership: CAPITANO BUROCRATE MAESTRO REGISTA Eroica CAPITANO Generativa REGISTA Autoritaria BUROCRATE Distribuita MAESTRO
  15. 15. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” PUNTI DI FORZA E RISCHI DELLA LEADERSHIP Eroica (EROE) Generativa (REGISTA) Autoritaria (BUROCRATE) Distribuita (MAESTRO) Punti di forza Visionario Motivatore Influenzatore Decisionista Sistemico Emergente Interdipendente Generativo Affidabile Accurato Pianificatore Analitico Supportivo Incoraggiante Esemplare Presente Rischi potenziali Autocratico Accentratore Egotico Distorcente Invisibile Confidente Concettuale Passivo Paternalistico Soggettivo Emotivo Pivotale Rigido Formale Distaccato Burocratico
  16. 16. Marinella De Simone - CLM 2016 “CAPITANO, BUROCRATE, MAESTRO O REGISTA?” GRAZIE! Marinella De Simone Complexity Institute www.complexityinstitute.it marinelladesimone@gmail.com

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