Advertisement

The Collective Leadership Compass: A Practice Model for Navigating Complex Change

  • Petra Kuenkel
Chapter

Abstract

This chapter introduces the Collective Leadership Compass as a practice model for navigating complex change in multi-stakeholder settings and its empirical and conceptual origins. It summarizes research results from 30 interviews with global actors, who have been involved as coordinators, facilitators, or organizers in complex collaborative change processes for sustainability. The Collective Leadership Compass is a meta-level framework that guides attention to mutually supportive factors for effectiveness in complex multi-stakeholder collaboration. The compass helps leaders, and groups of leaders, ascertain how a collaboration pattern can successfully emerge and subsequently derive process intervention strategies. The practice model is the starting point for the explorations into new approaches to stewarding sustainability transformations.

Keywords

Collective leadership Collective leadership compass Co-designing change Leadership Complex change Human competencies Sustainability challenges Networks Collaboration Collaboration ecosystems 

References

  1. Alexander, C. (1979). The timeless way of building (Vol. 1). New York: Oxford University Press.Google Scholar
  2. Alexander, C. (2002). The nature of order. An essay on the art of building and the nature of the universe: Book I – The Phenomenon of Life. Berkeley, CA.: The Center for Environmental Structure.Google Scholar
  3. Bateson, G. (2000). Steps to an ecology of mind. Chicago/London: The University of Chicago Press.Google Scholar
  4. Berry, T. (1988). The dream of the Earth. San Francisco: Sierra Club Books.Google Scholar
  5. Berry, T. (1999). The great work: Our way into the future. New York: Bell Tower.Google Scholar
  6. Block, P. (1996). Choosing service over self-interest. San Francisco: Berrett- Koehler.Google Scholar
  7. Bohm, D. (1980). Wholeness and the implicate order. London: Routledge.Google Scholar
  8. Bohm, D. (Ed.). (1996). On dialogue. Oxford: Routledge.Google Scholar
  9. Buber, M. (1962). Die Krisis des Menschen als eine Krisis des Zwischens. In M. Buber (Ed.), Werke Erster Band: Schriften zur Philosophie. München.Google Scholar
  10. Buber, M. (1970). I and thou. Touchstone, New York: Simon and Schuster.Google Scholar
  11. Capra, F. (1996). The web of life: A new understanding of living systems. New York: Anchor Books.Google Scholar
  12. Capra, F. (2003). The hidden connection, a science for sustainable living. London: Flamingo Press.Google Scholar
  13. Capra, F., & Luisi, P. L. (2014). The system’s view of life: A unifying vision. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
  14. Cernea, M. M. (Ed.). (1991). Putting people first: sociological variables in rural development. Oxford: Oxford University Press.Google Scholar
  15. De Liefde, H. J. W. (2003). Lekgotla, the art of leadership through dialogue. Houghton: Jacana.Google Scholar
  16. De Pree, M. (1992). Leadership Jazz. New York: Dell Tade.Google Scholar
  17. Elgin, D. (2001). Promise ahead: A vision of hope and action for humanity’s future. New York: Harper Collins.Google Scholar
  18. Fleischmann, P. R. (1999). Karma and chaos. Seattle: Vipassana Research Publications.Google Scholar
  19. Folke, C., Holling, C. S., & Perrings, C. (1996). Biological diversity, ecosystems, and the human scale. Ecological Applications, 6(4), 1018–1024.CrossRefGoogle Scholar
  20. Gilligan, C. (1982). In a different voice: Psychological theory and women's development. Cambridge, MA: Harvard University Press.Google Scholar
  21. Gilligan, C. (2002). The birth of pleasure. New York: Knopf.Google Scholar
  22. Gould, S. J., & Vbra, E. S. (1982). Exaptation: A missing term in the science of form. Paleobiology, 8(1), 4–15.CrossRefGoogle Scholar
  23. Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Pailist Press.Google Scholar
  24. Helgesen, S. (1995). The web of inclusion. New York: Currency/Doubleday.Google Scholar
  25. Hesselbein, F., Goldsmith, M., & Sommerville, I. (Eds.). (1999). Leading beyond the walls, how high-performing organizations collaborate for shared success. Jossey Bass, San Francisco: The Drucker Foundation.Google Scholar
  26. Holling, C. S. (1973). Resilience and stability of ecological systems. Annual Review of Ecology and Systematics, 4(1), 1–23.CrossRefGoogle Scholar
  27. IDEO (2008). Design Thinking. In Harvard Business Review. [Online]. Available from: http://www.ideo.com/by-ideo/design-thinking-in-harvard-business-review
  28. Isaacs, W. (1999). Dialogue and the art of thinking together: A pioneering approach to communicating in business and in life. New York: Currency Doubleday.Google Scholar
  29. Jacobs, J. (1961). The death and life of great American cities. New York: Vintage.Google Scholar
  30. Jaworski, J. (1996). Synchronicity: The inner path of leadership. San Francisco: Berrett-Koehler.Google Scholar
  31. Jones, M. (2000). Leading living organizations: Learning to think as Nature thinks, unpublished paper. Retrieved from www.pianoscapes.com
  32. Kauffman, S. (1996). At home in the universe: The search for the laws of self-organization and complexity. New York: Oxford University Press.Google Scholar
  33. Kellermann, B. (2012). The end of leadership. New York: Harper Business.Google Scholar
  34. Kleiner, A. (2003). Who really matters: Theory of power, privilege and success. London: Nicholas Brealey.Google Scholar
  35. Kohlberg, L. (1976). Moral stages and moralization: The cognitive-developmental approach. In G. Geis & L. Kohlberg (Eds.), Moral development and behavior: Theory, research, and social issues (pp. 31–53). New York: Holt, Rinehart and Winston.Google Scholar
  36. Kotter, J. (1996). Leading change. Boston, MA: Harvard Business School Press.Google Scholar
  37. Krishnamurti, J. (1978). The wholeness of life. Madras: Krishnamurti Foundation.Google Scholar
  38. Krishnamurti, J., & Bohm, D. (1986). The future of humanity: A conversation. San Francisco: Harper, & Row.Google Scholar
  39. Kuenkel, P. (2004). Das Dialogische Prinzip als Führungsmodell in der Praxis, Zeitschrift für Organisationsentwicklung (ZOE) 01-2004, Handelsblatt Fachmedien GmbH.Google Scholar
  40. Kuenkel, P. (2015). Navigating change in complex multi-actor settings: A practice approach to better collaboration. The Journal of Corporate Citizenship, 58, 119–137.CrossRefGoogle Scholar
  41. Kuenkel, P. (2016). The art of leading collectively: How we can co-create a sustainable, socially just future. Claremont, NH: Chelsea Green.Google Scholar
  42. Kuenkel, P. (2018). Stewarding systems change – A conceptual architecture for transformative designs, Collective Leadership Studies (Vol. 7). Potsdam: Collective Leadership Institute ISSN 2569-1171.Google Scholar
  43. Kuenkel, P., Fricke, V., & Cholakova, S. (2009). The common code for the coffee community. In D. Volmer (Ed.), Enhancing the effectiveness of sustainability partnerships. Washington: National Academies Press.Google Scholar
  44. Kuenkel, P., & Schaefer, K. (2013). Shifting the way we co-create: How we can turn the challenges of sustainability into opportunities, Collective Leadership Studies No 1. Potsdam: The Collective Leadership Institute.Google Scholar
  45. Kuenkel, P., & Aitken, A. (2015). Key factors for the successful implementation of stakeholder partnerships: The case of the African Cashew Initiative. In V. Bitzer, R. Haman, M. Hall, & E. W. Griffin (Eds.), The business of social and environmental innovation: New Frontiers in Africa. Berlin Heidelberg: Springer.Google Scholar
  46. Kuenkel, P. & Kühn, E. (2018). Leveraging multi-stakeholder collaboration for systemic change in responsible value chains: Six principles for transformative process designs. Collective Leadership Studies, Vol. No 6. ISSN 2569-1171. Potsdam: Collective Leadership Institute.Google Scholar
  47. Luhmann, N. (1990). Essays on self-reference. New York: Columbia University Press.Google Scholar
  48. Macy, J. (1991a). The dharma of natural systems, mutual causality in buddhism and general systems theory. New York: State University of New York Press.Google Scholar
  49. Macy, J. (1991b). World as lover, world as self. Berkeley, CA: Parallax Press.Google Scholar
  50. Maturana, H. R., & Varela, F. J. (1987). The tree of knowledge: Roots of human understanding. London: New Science Library.Google Scholar
  51. Mclagan, P., & Nel, C. (1995). The age of participation, new governance for the workplace and the world. San Francisco: Berrett Koehler.Google Scholar
  52. Morgan, G. (1993). Imaginization: New mindsets for seeing, organizing and managing. London: Sage Publications.Google Scholar
  53. Moxley, R. S. (2000). Leadership and spirit. Breathing new vitality and energy into individuals and organizations. San Francisco: Jossey Bass.Google Scholar
  54. O’Toole, J. (1995). Leading change: The argument for value-base leadership. New York: Ballantine Books.Google Scholar
  55. Owen, H. (1999). The spirit of leadership: Liberating the leader in each of us. San Francisco: Berrett-Koehler.Google Scholar
  56. Pór, G. (2008). Collective intelligence and collective leadership: Twin paths to beyond chaos. A PrimaVera working paper, Universiteit van Amsterdam, All Sprouts Content. Retrieved from http://sprouts.aisnet.org/8-2/
  57. Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62–77.Google Scholar
  58. Prigogine, I. (1996). The end of certainty: Time chaos and the new laws of nature. New York: The Free Press.Google Scholar
  59. Prigogine, I., & Stengers, I. (1984). Order out of chaos. New York: Bantam Books.Google Scholar
  60. Raelin, J. A. (2003). Creating leaderful organizations: How to bring out leadership in everyone. San Francisco, CA: Berrett-Koehler.Google Scholar
  61. Sahtouris, E., & Lovelock, J. E. (2000). Earthdance: Living systems in evolution. San Jose, CA: iUniverse.Google Scholar
  62. Scharmer, O. (2007). Theory U: Leading from the Futures as it emerges. San Francisco, CA: Berrett- Koehler Publisher.Google Scholar
  63. Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Currency Doubleday.Google Scholar
  64. Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., Smith, B., & Guman, E. C. (1999). The dance of change: The challenges of sustaining momentum in learning organizations. London: Nicholas Brealey Publishing.Google Scholar
  65. Thompson, C. M. (2000). The congruent life, following the inner path to fulfilling work and inspired leadership. San Francisco: Jossey Bass.Google Scholar
  66. Varela, F. J. (1999). Ethical know-how: Action, wisdom, and cognition. Stanford, CA: Stanford University Press.Google Scholar
  67. Varela, F. J., Thompson, E. T., & Rosch, E. (1992). The embodied mind: Cognitive science and human experience. Cambridge: MIT Press.Google Scholar
  68. Waddell, S. (2011). Global action networks: Creating our future together. Hampshire: Palgrave Macmillan.CrossRefGoogle Scholar
  69. Wheatley, M. (1999). Leadership and the new science, discovering order in a chaotic world. San Francisco: Berrett-Koehler Publishers.Google Scholar
  70. Wiener, N. (1967). Human use of human beings, cybernetics and society. New York: Avon Books.Google Scholar
  71. Wilber, K. (1998). The marriage of sense and soul: Integrating science and reason. New York: Random House.Google Scholar
  72. Wilber, K. (2002). A theory of everything: An integral vision for business, politics, science, and Spirituality. Boston: Shambhala.Google Scholar
  73. Zohar, D., & Marshall, I. (1994). The quantum society: Mind, physics and a new social vision. New York: Quill/William Morrow.Google Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Petra Kuenkel
    • 1
  1. 1.Full Member of the Club of RomeCollective Leadership InstitutePotsdamGermany

Personalised recommendations