how to use leader dots on microsoft word for mac

“There would literally be four people coming at me with logistics and media issues all at once,” he recalls. He had to deal with the grieving families and a frightened community, help direct the operations of an extremely busy police department, and take questions from the media, which inundated the town with reporters and film crews. In his dual roles as an administrative executive and spokesperson for the police department, Deputy Chief Walter Gasior suddenly had to cope with several different situations at once. In January 1993, a gunman murdered seven people in a fast-food restaurant in Palatine, a suburb of Chicago. Leaders can then make decisions and intervene in contextually appropriate ways. The way out is to break the situation into its constituent parts and assign each to one of the other four realms. The fifth context, disorder, applies when it is unclear which of the other four contexts is predominant. In this domain, a leader must first act to establish order, sense where stability is present, and then work to transform the situation from chaos to complexity. This is the realm of unknowables (the events of September 11, 2001, fall into this category). The relationships between cause and effect are impossible to determine because they shift constantly and no manageable patterns exist. In a chaotic context, searching for right answers is pointless. Leaders in this context need to probe first, then sense, and then respond. This is the realm of “unknown unknowns,” where much of contemporary business operates.

In a complex context, right answers can’t be ferreted out at all rather, instructive patterns emerge if the leader conducts experiments that can safely fail. This is the realm of “known unknowns.” Here, leaders must sense, analyze, and respond. In this realm of “known knowns,” leaders must first assess the facts of a situation-that is, “sense” it-then categorize and respond to it.Ĭomplicated contexts may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. Simple contexts are characterized by stability and cause-and-effect relationships that are clear to everyone. The result is the Cynefin framework, which helps executives sort issues into five contexts:

Snowden and Boone have formed a new perspective on leadership and decision making that’s based on complexity science. Before addressing a situation, leaders need to recognize which context governs it-and tailor their actions accordingly.

Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses.

How to use leader dots on microsoft word for mac