Purpose: The purpose of this discussion is to explore leading through innovation, creating new opportunities, and leveraging the creativity of others.
For this discussion, review the Week 5 lesson and construct and explain a strategy for the following:
- Propose how the use of adaptive leadership will affect your leadership identity.
Construct your responses using the CARE Plan method.
Use the writing CARE plan to organize the content of each paragraph purposefully
- Central Idea- Topic sentence, main idea, the one exact and precise point you are making in this paragraph.
- Authority- Evidence authorization that supports main idea, reference and citation, expertise of others, and example as evidence.
- Relevance- Breakdown the main idea and evidence, analysis, synthesis and comparison of contrast.
- Exit-Statement linking to the main idea and reflection of the importance of paragraphs, serves as summary/ conclusion
Attaching the interactive sessions from the class below,
The Adaptive Leader
A rapidly changing environment, like today’s healthcare landscape, requires leaders to adapt their styles, behaviors, and even attitudes to reflect the current situation. Adaptive challenges must be met by adaptive leaders who are transformational in nature and draw from all resources (including other leaders). During the pandemic of 2020, adaptive leadership was crucial to responding to the rapidly changing healthcare environment.
Nature has taught us the importance of adapting to changing surroundings, and leaders who survive have developed the ability to adapt to changes within the environment, especially in uncertain times.
Just as the military created the architectural innovation of SBAR, so too did they discover many of the successful ideas for adaptive leadership. Dunn (2020) explained how adaptive leadership evolved in both the Australian and United States military to address navigating complex organizations in crucial situations (sometimes battlefield) and uncertain environments. One useful model that grew from this need was the Act, Sense, Decide, Adapt (ASDA) model. As an adaptation itself from observations in nature (e.g., the chameleon), it frames the leader’s thinking to be able to move beyond the rules of the system when necessary to solve complex problems.
Act: The leader must interact, stimulate, start the action, create movement, energize the team, take a risk, or move into the conflict.
Sense: The leader must perceive or intuit what happens after action is initiated. That requires learning from the reaction to assess dynamics, understand opportunities, and reevaluate your presumptions. Sensing allows the leader to entertain options for responding to the situation.
Decide: The leader makes decisions for the course of action and adjusts them as needed, based on knowledge, wisdom, experience, team input, and continuous reevaluation of the situation.
Adapt: The leader employs competitive learning of an innovative and creative nature. Adapting requires constantly testing premises and refining assumptions of what will happen next based on the changing realities of the situation and the environment.
Ramalingam et al. (2020) explains that for a leader to implement adaptive responses, like ASDA, adaptive leaders must develop four skills, which have been named the 4 A’s: anticipation, articulation, adaptation, and accountability.
- Anticipation (of future demands)
- Articulation (of what is coming)
- Adaptation (of critical thinking responses)
- Accountability (of owning their decisions)
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