As organizations begin to truly embrace the principles of a self-managing organization, much of what traditionally constitutes “management” is carried out by people throughout the organization. What then becomes of the role of organizational management and leadership?
In this session, you will encounter a new way of thinking about the role of management and leadership: one that shifts from managing for the things people do (and need to do) in order to realize key organizational initiatives—to attending to the growth of inner capability in people so that they find themselves managing themselves to do the things that need to be done in order to realize key organizational initiatives.
Such *inner* capability makes possible conditions which support the emergence of a truly “Self-managing” organization–a notion of “self-managing” in which what people are able, ultimately, to self-manage is their own inner sensemaking complexity. Such an enhanced capacity for more complex sensemaking yields a greater range of competencies and skills, translating into action that is more adaptive, more congruent, and more effective.
This wide-spread sensemaking capacity–supported by very specific and deliberately adopted practices–and the range of effective action it yields, makes possible–and ultimately *calls for*–an entirely new kind of role for the organizational manager and leader who genuinely seeks to grow a deep and sustainable agile culture. What is the nature of this role, and what are the practices and activities by which it is defined? In this session we address this question head on.