This is one of the best books on leaership I have read. I have read at least 50 on this subject. Finally a pragamatic approach to leadership.

recommended by annemarie gray

Surprisingly readable and offers fresh perspectives on events of recent history....I keep seeing these patterns repeat in the daily news!

Not as easy to read as I would like but have used the basics in the book many, many times in mediation and facilitation.

This is one of the most powerful books that I have ever read. It is a must read for all leaders and change agents which will help identify and attack adaptive challenges (the BIG problems without simple, technical solutions.)

Quite fascinating -- intelligent, with many applicable insights, this is not a book of kitsch psychology.

Not impressed

"We tend to look the wrong kind of leadership. We call for someone with answers, decision, strength, and a map of the future. Instead of looking for saviors, we should be calling for leadership that will challenge us to face problems for which there are no simple, painless solutions - problems that require us to learn new ways."

Our expectations of authority figures become counterproductive when our organizations and communities face adaptive challenge - when the application of known methods and procedures will not suffice. We continue to expect our authorities o restore equilibrium with dispatch. If they do not act quickly to reduce our feelings of urgency we bring them down. The we sometimes call these situations 'crisis of leadership' is symptomatic of the problem of habitually blaming authority. We blame them for the persistence of frustrating problems that demand our own adaptive work. Authorities provide the quick fixes that we demand, which is counterproductive as it delays the hard adaptive work.

Leadership in adaptive situations means going against the grain. Rather than fulfilling the expectation for answers, one provides questions; rather than protecting people from outside threats, one lets people feel the threat in order to stimulate adaptation; instead of orienting people to their current roles, one disorients people so that new role relationships develop; one generates conflict and challenges norms.

Considerations: (1) severity of problem, (2) resilience of social system, (3) ripeness of issue, (4) time.

Rule of Thumb: one become more autocratic - exclusive - when the issue is likely to overwhelm the current resilience of the group or society given the time available for decision.

EAF 583

Arguably one of the top 5 books on Leadership. If you have liked Adaptive Leadership and one to know where the theory comes from, this is the original source.

Strong, and clear. I pick it up every couple of years and read it again.

unique and valuable leadership paradigm