Self-Differentiated Leadership and Bringing Organizational Change Together

Reflection: 

Being a self-Differentiated Leader is essential for organizational health and efficiency.  Part of that role is holding Crucial Conversations in order to move the organization forward and avoid the possible toxicity of others.

Part A

Self-Differentiated Leadership & Crucial Conversations

The key factors to becoming a self-differentiated learner include

1.   Emotional Regulation: Developing the ability to remain calm and composed during high-stress situations to guide others effectively. Excellent leaders can find ways to moderate their anxiety level---Dr. Camp emphasized in the Friedman Theory that leaders set up the emotional atmosphere of course for their group or company. In this way, leaders establish an environment of stability and readiness whenever they manage their anxiety. Besides, it fits right into Crucial Conversations, which in high-stakes discussions call for cool heads -to reach good outcomes (Patterson et al., 2012). By remaining calm and focused, leaders can break the tension that permeates every staff debate or TV program and take their teams toward constructive dialogue. 
2.   Clarity of Vision: Staying true to personal and organizational values while resisting pressure from the triangle. The emotional immune system of its organization, as Friedman described his self-differentiated leaders" was also how this concept was put by (or 'struck me'). It points out an important ethical responsibility for those who can see things clearly and are not afflicted with mental confusion that might cloud their judgment. A self-differentiated leader not only stands firm in his values and aims while being attuned to others; he also prevents the organization from being overwhelmed by reactive emotions or external pressures. Likewise, Crucial Conversations asserts that leaders who can handle emotions and concentrate on common goals will create a climate where teams feel safe to participate.
3.   Boundary Setting: Maintaining a balance between supporting team members and not being overly involved in the day-to-day whirlwind of their personal lives and job requirements. Leaders need to set boundaries and keep their emotions separate from others. Effective leaders need to regulate their emotions and anxieties because they are the leaders. People look to leaders for direction and support in times of crisis and change. The differentiated leader is the emotional immune system of an organization because the leader is the individual who needs to keep things in balance in the organism that is the organization. Friedman says that leaders must regulate their anxiety. 
4.   Resilience: Adapting to resistance and challenges while keeping focus on long-term goals by acting as the immune system to resistance. The differentiated leader is the emotional immune system of an organization because the leader is the individual that needs to keeps things in balance in the organism that is the organization. Friedman says that leaders must regulate their own anxiety. Emotional triangles can sabotage the ability to change because the introduction of a third set of emotions or a third perspective may upset the balance that has been achieved. The introduction of the third is a distraction from the synergy and process established by the two primary actors. Sabotage indicates the presence of fear, resistance, or just a lack of trust in the leadership. Instead of just seeing sabotage as people actively trying to block change, it’s important to dig into what’s causing it. Open conversations about these issues can help uncover the root causes and resolve them before they turn into bigger problems.

The Role of Crucial Conversations

Crucial conversations are a fundamental aspect of self-differentiated leadership. These are high-stakes, emotionally charged dialogues where the stakes are significant, and opinions vary. The methodology outlined in the Crucial Conversations framework enables leaders to:

•   Maintain mutual respect and purpose in difficult discussions.
•   Address issues directly while ensuring the psychological safety of all parties involved.
•   Focus on problem-solving rather than assigning blame, fostering a culture of trust and collaboration.

Developing a Crucial Conversations Strategy

The following crucial conversations process can help me in moving my change strategy forward:

• Get unstuck - Focus on what is really the holdback, and address it.
• Start with the heart - Proceed with care and respect, and stay clear with your goals.
• Learn to look - Watch for signs of tension or silence that signal a deeper issue.
• Make it safe - Create a space so that everyone feels comfortable expressing their thoughts.
• Master my stories - Stick to the facts, and do not make assumptions.
• STATE my path - Share your viewpoints clearly and respectfully.
• Explore other paths - Listen to other perspectives to find a common ground of understanding.
• Move to action - Agree on steps to move forward, and be on the same page.

I would like to be able to use both strategies to achieve the results I want, but I need to focus on the Crucial Conversation strategy first. After taking the self-assessment that is recommended in Chapter 4 of Patterson, et. al. (2012), it showed that I need a lot of work in adjusting how I handle the crucial conversation. I already started trying to do this in conversations at home and at school in how I approach/ broach the delicate subjects that come up. I have been able to balance the overarching ideas of differentiated leadership, but it is the nuances of how these two work together that I need to master.

The Anticipated Benefits of Self- Differentiated Leadership and Crucial Conversations are   

   •    Increased trust and openness in communication.

•   Reduction of misunderstandings and resistance to change.
•   Empowerment of team members to voice concerns constructively.

Part B

My Organizational Change Strategy

References:

Callibrain. (2015, August 20). Video review for crucial conversations by Kerry Patterson 

      [Video]. YouTube. https://www.youtube.com/watch?v=EFaXx3pgaxM 

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2012). Crucial conversations: Tools for 

       talking when stakes are high (2nd ed.). McGraw-Hill.

Vital Smarts India. (2012, February 10). Crucial conversations explained in 2 minutes [Video]. 

       YouTube. https://www.youtube.com/watch?v=ixEI4_2Xivw