Course – Lesson 7: VIII. What are lesson assignments and next steps?

From 100% Community, “Chapter 30: Loss and Change: Understanding the Difference between Technical and Adaptive Challenges”

Amid the clutter, solutions await

Loss vs. change is a concept that is fundamental to our work with 100% Community, but you really, really need to read yet another book to fully understand why. To understand why, let’s talk about Dennis, who did not read Adaptive Leadership and suffered a huge professional defeat.

Picture young, bright and energetic Dennis, who is an avid bike enthusiast. He works for a local government, and he’s been given the go-ahead and budget to implement a dream project: implementing bike paths throughout the city. He’s done his homework on all the technical aspects of the project, and researched studies on how other cities have achieved this same objective. Key staff are on board to begin creating barriers between the car lanes and new bike lanes on the main street downtown. For Dennis and his colleagues, this means there’s less room for polluting cars and a delineated path for the city’s environmentally-conscious bike community. What’s not to love?

Well, as the construction begins, some very well connected business people based downtown start placing angry calls to the mayor’s office. Turns out that the “review” process was so badly publicized and attended that few of the stakeholders downtown along the proposed bike paths had heard about this project and what it would do for their businesses. To them, bike paths meant losing customer parking. Long story short, some wealthy, well-connected people got the mayor and city council to halt the project for an undefined cooling-off period to allow time for further community input.

So what happened here? Dennis had the technical part of the proposed project down perfectly, from the cooperation of the contractors and city workers to the budget, timeline and even environmentally safe road paint. However, he failed to understand that bike paths meant change and loss for those next to them. Business owners feared losing business due to less parking, and, just as important, they and local residents felt as though they had lost control of their neighborhood. Their tiny part of planet Earth had been destabilized by the Death Star. To them, it was all happening too fast, and nobody had bothered to explain the positive effects of bike paths, like bringing new clients into their neighborhood. The ultimate goal should be to create a neighborhood people wanted to visit and linger in — designed for people, not cars.

This entire process is summed up expertly in a book called The Practice of Adaptive Leadership by Heifetz, Grashow and Linsky. Its main thesis is that there are two types of challenges: one type is “technical,” like how Dennis had his plans and paints in line, while the other is “adaptive” and focuses on how humans fear loss and must be convinced to buy into change in a very thoughtful way, lest they push back.

Trust us, you’ll really want to know this stuff

Before we can proceed with our bold plans for 100% Community, which in many ways represents a huge change from the status quo, we need to pause. We’re talking about redesigning communities, cities and counties so they have user-friendly services and are family-focused and child-centric.

You may be thinking, “Who wouldn’t love our vision and plans?” or “Who doesn’t want to end childhood trauma?” but, unless we explain why we’re doing what we’re doing, lots of people won’t feel the love.

Instead, they’ll ask:

“Who’s paying for this?”
“Do all these parents really deserve services?”
Don’t you know we’re already doing all this?
“Why spend time, energy and money on baby carriage-friendly sidewalks?”
“Why revitalize our downtown for tourists who probably won’t visit anyway?”
“Who’s gonna make money off any of this?”
“If this project gets funding, then won’t that mean less funding for my agency?”
Lastly, “I just don’t understand what the problem is. Parents just have to take care of their kids. Why all this talk about trauma, which is a private family matter?”

Change, to many people, is just plain loss, which can be scary. We already live in a culture that tells us at every possible opportunity that the world is falling apart. For people over 60, who happen to represent a huge voting block, as well as people in positions of local and state power, things are moving far too fast to keep up.

The field of study that focuses on change, called Adaptive Leadership, is one we all would benefit greatly from, even if we just had a basic understanding of the difference between a technical challenge and an adaptive one. Confusing the two can set projects back — sometimes indefinitely.

It’s adaptive challenges that cause leadership and followers to retreat from (and at times actively fight against) change, unless there is a process to help them see the benefits. If you only buy one book this year, it should probably be this one, since you’ve already read most of it. But, if you want to splurge and get another, it should be Adaptive Leadership. (And if you take our course, it’s required reading, so you’ll be ahead of the curve.)

Some things we promise you’ll be gratified to learn and/or have reinforced by reading the book:

Understanding the root causes of the challenge you seek to solve.

Reflecting on why your agency or community hasn’t been able to move the needle on the challenge for decades or forever.

Identifying those in power on the city council, county commission, school board or chamber of commerce who could be allies, as well as who may initially attempt to block your progress.

Assessing your own personal, professional and political power, and how you might leverage it.

Designing what we call a change initiative, innovation or experiment to test out a new protocol, program or policy to improve the quality of a service or expand services.

Adapt to changing political, cultural and commercial landscapes and focus on building trusting relationships.

Using push-back and resistance as teachable moments, moving forward with compassion and understanding.

The “balcony”

One key element of Adaptive Leadership is the idea of “getting on the balcony,” i.e. stepping back from a challenge to get the big picture. Assessing the history of the problem, the active players on both sides of an issue related to your project and everyone who might be impacted directly or indirectly by your proposed changes will be invaluable when you’re trying to determine what to do next. Trust us, the authors really know their stuff, and there’s an entire industry built around Adaptive Leadership, one which we fully support. You can even order audio versions of the book and supplemental resources with Kate Winslet(!) narrating.

Participants from our pilot sites in Las Cruces, NM and Owensboro, KY have learned effective strategies based, in part, on the key elements of adaptive leadership in order to create buy-in for change initiatives designed to service communities, cities and towns. In your tool box of frameworks, models and all around inspiring concepts, Adaptive Leadership is one invaluable tool.

Qualities to aspire to

Out of respect for the authors of Adaptive Leadership, we can’t reproduce all their brilliance on these pages, but let us end by reflecting on qualities related to being an adaptive leader. Adaptive leaders are self-aware and committed to understanding others. They speak truth — often uncomfortable truths — but always with respect so those being led feel valued. They’re transparent and lead by example. Our favorite is that they’re lifelong learners and support that same quality in those they lead.