Harvard MLD201 Exercising Leadership – The Politics of Change

PPM228Course description

This course applies theory to the practice of leadership within societies and organizations facing the adaptive challenges of a changing world. We clarify the relationship among key concepts – leadership, management, authority, power, influence, followership, citizenship – to provide a coherent, practical foundation. The course develops: a) diagnostic tools for analyzing the systemic dynamics of change in social systems, and b) strategies of action to mobilize collective attention and problem-solving responsibility. These tools include strategies to generate social learning and innovation; orchestrate multi-party conflict; lead through crisis; gain, use, and negotiate with authority; and build a culture of long-term adaptability. Through these frameworks and tools, students discover options for practicing leadership with and without authority, from any position in an organization or society. In addition to lectures, discussion, and small group work, the course draws on student cases of leadership, experiential exercises, and case-in-point teaching – using the classroom process to understand social system dynamics. Numerous written analyses, a major paper, and complete attendance are required.

Instructor

Ronald Heifetz (Fall 2015)

Source

http://www.hks.harvard.edu/degrees/teaching-courses/course-listing/mld-201-a, and http://www.hks.harvard.edu/syllabus/MLD-201A.pdf

Link to syllabus uploaded to Atlas

http://www.atlas101.ca/pm/wp-content/uploads/2015/12/MLD201.pdf

Further detail from the syllabus

In a world in which most organizations, communities, and societies face enormous adaptive pressures, the practice of leadership is critical – the practice of mobilizing systems of people to thrive in changing and challenging times. In this course, we apply theory to practice, clarifying the relationship among key concepts – leadership, management, authority, power, influence, followership, citizenship – to provide a practical and coherent theoretical framework. We develop both diagnostic tools for analyzing the complexity of change in social systems, and strategies of action. These action strategies include: using authority and power, mobilizing responsibility across boundaries, managing economies of attention, generating innovation, building trust, orchestrating multi-party conflict, regulating disequilibrium, refashioning narratives to both build and depart from history, and building a culture of adaptability for the long-term. In addition, we begin to explore the challenge of managing the inevitable personal stresses and dangers of leading change.

The course draws from several disciplines: Philosophy and biology provide the concepts of paradigmatic change and adaptation. Political science and business management provide perspectives on the functions of authority. History and literature provide a rich caseload from which to explore the nature of adaptive success and failure. Social psychology and system dynamics provide insight into social systems and an approach to diagnosing their productivity and dysfunctions. Music provides a language for working with the practices of inspiration, creativity, listening, partnership, and harmony (consonance, dissonance, and resolution).

Several courses at the Kennedy School build from the foundation of MLD-201, including courses on conflict resolution and negotiation, public narrative and organizing, persuasion and communication, ethics and group dynamics, and applications of leadership in specific policy and institutional contexts. In addition, students are strongly encouraged to take the sister course for MLD-201 in January, MLD-364j: Leadership on the Line, which utilizes the systemic framework of MLD-201 to cultivate at the personal level the effective deployment of oneself in practice.

Design: The course uses a variety of means to learn theory and the arts of practice. In addition to the traditional methods of lectures, readings, and films, the course uses three more innovative teaching methods: student cases, “case-in-point” learning, and structured exercises. First, the course devotes a majority of its time to analyzing the past professional experiences that students bring from around the world and across sectors — each student works on a personal case study of leadership throughout the term. Second, students analyze the social and political dynamics of problem-solving and learning common to many organizations and societies facing critical challenges by analyzing the evolving dynamics of the class itself as a case-in-point in collective problem-solving, learning, and change. Third, through structured exercises of both reflection and action, some of which involve poetry and music, students learn a variety of authoritative, creative, and communication skills integral to the practice of leadership.

Week-by-week listing of topics and assigned readings

Week 1: Learning to Think about Leadership

Heifetz, Leadership Without Easy Answers, Introduction and chapter 1

Plato, The Republic, pp. 227-235

Williams, Real Leadership, Introduction and chapter 1.

Week 2: Social Learning and Adaptive Work

Argyris and Schön, Organizational Learning: A Theory of Action Perspective, pp. 1 6, 8-29

Berger, Changing on the Job, Introduction, chapters 1 & 2

Duckworth, The Having of Wonderful Ideas, chapters 5 & 6

Dweck, Self-Theories, chapters 1 – 6

Kegan and Lahey, “Adult Leadership and Adult Development,” in Kellerman, ed., Leadership: Multidisciplinary Perspectives, pp. 199-230

Kuhn, The Structure of Scientific Revolutions, pp. 77-91

Week 3: Adaptive Work

Cortes, “Facing the World,” an Interview in Moyers, A World of Ideas II, pp. 141-148

Heifetz, Leadership Without Easy Answers, chapter 2

Pascale, Sternin and Sternin, The Power of Positive Deviance, chapter 2

Pascale, Millermann and Gioja, Surfing the Edge of Chaos, chapters 2 & 10

Williams, Real Leadership, chapter 2

Week 4: Group and System Dynamics

Ellison, from “Invisible Man,” The Modern Library, pp.15-33 and The Norton Anthology of American Literature, pp. 1883-1884

Fisher, Small Group Decision Making, pp. 166-180

Freud, Group Psychology and the Analysis of the Ego, chapters 1-6, 9, and 10

Heifetz, Leadership Without Easy Answers, chapter 3

Heifetz, “Notes on Group Dynamics,” from Fisher, B. Aubrey, Small Group Decision Making, pp. 1-11

Meadows, “Whole Earth Models and Systems,” pp. 98-108

Rice, Learning for Leadership, pp. 23-27, 43-51, 58-87

Week 5: Creativity and Reality

Friedan, The Second Stage, pp. 15-18, 23-31, 38-41

Grudin, The Grace of Great Things, pp. 86-95

Heifetz, Leadership Without Easy Answers, chapters 4 and 5

Kuhn, The Structure of Scientific Revolutions, pp. 160-173

Machiavelli, The Prince, chapter 6

May, The Courage to Create, chapters 1-4

Selznick, Leadership in Administration, pp. 22-28, 134-154

Mulhern, Everyday Leadership, chapter 2

Week 6: Leadership and Authority

The Holy Scriptures, Exodus, chapters 18 and 32, Rev. Standard Version

Barnard, The Functions of the Executive, pp. 215-234

Heifetz, Leadership Without Easy Answers, chapters 6 and 7

Kellerman and Rhode, Women and Leadership: The State of Play and Strategies for Change, chapter 1

May, The Courage to Create, chapters 5 and 6

Milgram, “The Dilemma of Obedience,” from Obedience to Authority: An Experimental View, pp.1-12

Smith and Berg, Paradoxes of Group Life, chapter 7, pp. 131-151

Tucker, Politics as Leadership, pp. 59-67, 77-97

Weber, “The Sociology of Charismatic Authority,” from Gerth and Mills, eds., Max Weber: Essays in Sociology, pp. 245-250 and 253-255

Week 7: Neutralization and Assassination

Arney, Experts in the Age of Systems, pp. 151-175

Clausewitz, On Military Genius, and On Danger in War, from On War, pp. pp. 100-112, and 113-114

Heifetz, Leadership Without Easy Answers, chapters 8, 9, 10

James, Expiation and Atonement, from Sacrifice and Sacrament, pp. 104-128

Miyamoto, A Book of Five Rings, pp. 34-50

Neustadt, Presidential Power, pp. 3-9, 152-153, 161-163, 176-177

Pearson, The Altruist, from The Hero Within, pp. 123-149

Week 8: Purpose, Task and Work Avoidance

Frankl, Man’s Search for Meaning

Neustadt, Presidential Power, pp. 169-172

Sandberg, Lean In, chapters 2, 3, 10, and 11

Steele, The Content of Our Character, pp. ix-xii and 57-75

Williams, Real Leadership, chapter 5

Week 9: Intervention – Managing Chaos and Conflict

Burns, Leadership, pp. 228-240

Pascale, Sternin and Sternin, Positive Deviance, chapters, 3 and 8

Pruitt and Rubin, Social Conflict: Escalation, Stalemate and Settlement, pp. 1-24, 62-87

Rukeyser, “Ann Burlak” and “Käthe Kollwitz,” from The Collected Poems of Muriel Rukeyser, pp. 196-199, 479-482

Tracy, The Secret between Us: Competition among Women, pp. 3-30

Williams, Real Leadership, chapter 3

Week 10: Listening (Sensing the Environment)

Burns, Leadership, pp. 444-462

Mathieu, The Listening Book, pp. 24-25, 34-37, 43-45, 55-58, 69-70, 73-77, 117-122, 128-133

Neruda, “To Acario Cotapos,” from Fully Empowered, pp. 68-75

Neustadt, Presidential Power, pp. 128-135

Rogers and Roethlisberger, “Barriers and Gateway to Communication,” from Harvard Business Review: On Human Relations, pp. 105-111

Smith and Berg, Paradoxes of Group Life, chapter 8, pp. 152-181

Week 11: Inspiration

Emerson, “Self-Reliance,” from The Portable Emerson, pp. 138-164

Erikson, Gandhi’s Truth, pp. 229-254

Vaclav Havel, “New Year’s Address,” from Open Letters: Selected Writings 1965-1990, pp. 390-396

Neustadt, Presidential Power, pp. 29-49

Wills, Certain Trumpets, chapter 14

Week 12: Boundaries and Partnership

Alderfer, ed. “Consulting to Underbounded Systems,” from Advances in Experiential Social Processes, pp. 267-295

Heifetz, Leadership Without Easy Answers, chapter 11

Hirschhorn and Gilmore, “The New Boundaries of the Boundaryless Company,” from Harvard Business Review, pp. 4-15. Available at https://hbr.org/1992/05/the-new-boundaries-of-the-boundaryless-company, accessed 28 December 2015.

Joreen, “The Tyranny of Structurelessness,” from Radical Feminism, ed. Koedt, et al., pp. 285-299

Schlesinger, The Coming of the New Deal, pp. 511-588

Week 13: Review

Week 14: Laying the Past to Rest

Vicki LaFarge, “Termination in Groups,” from McCollom and Gillette, Groups in Context, pp. 171-185

BIBLIOGRAPHY

Alderfer, Clayton, ed. “Consulting to Underbounded Systems,” in Advances in Experiential Social Processes, New York: John Wiley & Sons, 1980.

Argyris, Chris, and Schön, Donald, Organizational Learning: A Theory of Action Perspective, Reading, MA: Addison Wesley, 1978.

Arney, William Ray, Experts in the Age of Systems, Albuquerque, NM: University of New Mexico Press, 1991.

Baym, Nina, Gen. Ed., The Norton Anthology of American Literature, “Ralph Ellison 1914-1994,” New York: W.W. Norton & Company, Fifth Edition, Vol. 2, 1998.

Barnard, Chester, Functions of the Executive (1938), Cambridge: Harvard University Press, 1966.

Berger, Jennifer G. Changing On the Job: Developing Leaders for a Complex World, Stanford: Stanford University Press, 2012.

The Bible, Revised Standard Version (1901).

Burns, James MacGregor, Leadership, New York: Harper and Row, 1978.

Cortes, Jr., Ernesto, “Facing the World,” an interview in Moyers, Bill, A World of Ideas II, New York: Doubleday, 1989.

Clausewitz, Carl Von, On War, Princeton: Princeton University Press, 1976.

Duckworth, Eleanor, The Having of Wonderful Ideas – And Other Essays on Teaching and Learning, New York: Teacher’s College Press 2006.

Dweck, Carol S. Self-Theories: Their Role in Motivation, Personality, and Development, Philadelphia: Taylor & Francis, 2000.

Ellison, Ralph, Invisible Man, New York: The Modern Library, 1994.

Emerson, Ralph Waldo, The Portable Emerson, New York: Penguin, 1981.

Erikson, Erik H., Gandhi’s Truth, New York: Norton, 1993.

Fisher, B. Aubrey, Small Group Decision Making, New York: McGraw-Hill, 1980.

Frankl, Viktor E., Man’s Search for Meaning, Boston: Beacon Press, 2006.

Freud, Sigmund, Group Psychology and the Analysis of the Ego, New York: W.W. Norton & Company, 1989.

Friedan, Betty, The Second Stage, New York: Summit Books, 1981.

Gillette, Jonathan and McCollom, Marion, eds., Groups in Context, Reading, MA: Addison-Wesley, 1990.

Grudin, Robert, The Grace of Great Things: Creativity and Innovation, New York: Ticknor & Fields, 1990.

Havel, Vaclav, Open Letters, Selected Writings 1965-1990, New York: Knopf, 1991.

Heifetz, Ronald, Leadership Without Easy Answers, Cambridge: Belknap/Harvard University Press, 1994.

Hirschhorn, Larry and Gilmore, Thomas, “The New Boundaries of the Boundaryless Company,” Harvard Business Review, May-June, 1992.

James, E.O., Sacrifice and Sacrament, New York: Thames & Hudson, 1962.

Joreen, “The Tyranny of Structurelessness,” Radical Feminism, ed. Koedt, et al, New York: Quadrangle Books, 1973.

Kegan, Robert, and Lahey, Lisa, “Adult Leadership and Adult Development,” in Kellerman, Barbara, ed., Leadership: Multidisciplinary Perspectives, Englewood Cliffs, NJ: Prentice-Hall, 1984.

Kellerman, Barbara and Rhode, Deborah L., eds. Women & Leadership: The State of Play and Strategies for Change, San Francisco, CA: John Wiley & Sons, Inc., Jossey-Bass, A Wiley Imprint, 2007.

Kuhn, Thomas A., The Structure of Scientific Revolutions, Chicago: The University of Chicago Press, 1962.

Machiavelli, Niccolo, The Prince (1515), New York: Bantam, 1984.

Mathieu, W.A., The Listening Book: Discovering Your Own Music, Boston, MA: Shambala, 1991.

May, Rollo, The Courage to Create, New York: Bantam, 1975.

Meadows, Donella, “Whole Earth Models and Systems,” The CoEvolution Quarterly, Summer 1982.

Milgram, Stanley, Obedience to Authority: An Experimental View, New York: Harper and Row, Publishers, 1974.

Miyamoto, Musashi, A Book of Five Rings, New York: The Overlook Press, 1982.

Neruda, Pablo, Fully Empowered, New York: Farrar, Straus and Giroux, 1977.

Neustadt, Richard E., Presidential Power and the Modern Presidents, 3rd Edition, New York: The Free Press, 1991.

Pascale, Richard, Millemann, Mark, and Gioja, Linda, Surfing the Edge of Chaos: The Laws of Nature and The New Laws of Business, New York: Crown Business, 2000.

Pascale, Richard and Sternin, Jerry and Monique, The Power of Positive Deviance: How Unlikely Innovators Solve the World’s Toughest Problems, Boston: Harvard Business Press, 2010.

Pearson, Carol S., The Hero Within, San Francisco: Harper & Row, 1998.

Plato, The Republic of Plato, London: Oxford University Press, 1945.

Pruitt, Dean G. and Sung Hee Kim, Social Conflict: Escalation, Stalemate, and Settlement, 3rd edition, New York: McGraw-Hill, 2004.

Rice, A. K., Learning for Leadership, London: Tavistock Publications Limited, 1965.

Rogers, Carl R. and Roethlisberger, F.J., in Harvard Business Review: On Human Relations, New York: Harper & Row, 1979.

Rukeyser, Muriel, The Collected Poems, New York: McGraw-Hill, 1978.

Sandberg, Sheryl with Scovell, Nell, Lean In:Women, Work, and the Will to Lead, New York: Knopf, 2013.

Schlesinger, Jr., Arthur, The Coming of the New Deal: 1933-1935, The Age of Roosevelt, Volume II, New York: Houghton Mifflin, 1958.

Selznick, Philip, Leadership in Administration, New York: Harper & Row, 1957.

Smith, Kenwyn and Berg, David, Paradoxes of Group Life, San Francisco: Jossey-Bass, 1987.

Steele, Shelby, The Content of Our Character: A New Vision of Race in America, New York: Harper Perennial, 1991.

Tracy, Laura, Competition Among Women:The Secret Between Us, Boston: Little Brown, 1991.

Tucker, Robert C., Politics as Leadership, Columbia, MO: University of Missouri Press, 1981.

Weber, Max, from Max Weber: Essays in Sociology, Gerth and Mills, eds., New York: Oxford University Press, 1946.

Williams, Dean, Real Leadership; Helping People and Organizations Face Their Toughest Challenges, San Francisco: Berrett-Koehler, 2005.

Wills, Garry, Certain Trumpets, New York: Simon & Schuster, 1994

BOOKS ON ORDER AT THE COOP, HARVARD SQUARE

Costello, Robert B., ex. ed., The American Heritage College Dictionary, 4th ed., Boston: Houghton Mifflin, 2002.

Berger, Jennifer G. Changing On the Job: Developing Leaders for a Complex World, Stanford: Stanford University Press 2012.

Dweck, Carol S. Self-Theories: Their Role in Motivation, Personality, and Development, Philadelphia: Taylor & Francis, 2000.

Frankl, Viktor E., Man’s Search for Meaning, Boston: Beacon Press, 2006.

Freud, Sigmund, Group Psychology and the Analysis of the Ego (1921), Strachey translation, New York: Norton, 1959.

Heifetz, Ronald, Leadership Without Easy Answers, Cambridge: Belknap/Harvard University Press, 1994.

Kuhn, Thomas, The Structure of Scientific Revolutions, 2nd ed., Chicago: University of Chicago, 1970.

May, Rollo, The Courage to Create, New York: Bantam, 1975.

Mulhern, Daniel Granholm, Everyday Leadership, Getting Results in Business, Politics and Life, The University of Michigan Press, Ann Arbor, 2007.

Neustadt, Richard, Presidential Power and the Modern Presidents, 3rd ed., New York: The Free Press, 1990.

Pascale, Richard and Sternin, Jerry and Monique, The Power of Positive Deviance: How Unlikely Innovators Solve the World’s Toughest Problems, Boston: Harvard Business Press, 2010.

Sandberg, Sheryl with Scovell, Nell, Lean In: Women, Work, and the Will to Lead, New York: Knopf, 2013.

Watkins, Calvert, The American Heritage Dictionary of Indo-European Roots, Boston: Houghton Mifflin Harcourt Publishing Company, 2000.

Williams, Dean, Real Leadership; Helping People and Organizations Face Their Toughest Challenges, San Francisco: Berrett-Koehler, 2005.

Page created by: Ian Clark, last accessed 28 December 2015.