This course is the last course of the a Specialization on Leadership called “Inspirational Leadership: Leading with Sense”, so you may want to take the courses “Building Your Leadership Skills” and “Giving Sense to your Leadership Experience” prior of taking this course. In this course you’ll get the opportunity to apply the skills learned in the first two courses of the “Inspirational Leadership: Leading with Sense” as an individual to a group setting. The group could not only be an organization such as a company or a team in a company, but also a private group such as your family or an association. Specifically, you’ll apply the 4 steps of The Savoir-Relier protocol to your group: 1. defining the group identity by working on the group self-awareness, 2. creating quality relationships within the group, 3. working on resilience for the group to then be able to overcome difficult situation and 4. Making the organization grow by creating sense and meaning. So if you want your group to grow as a successful leader in its fields, if you want to find your identity as a group and create shared values for it, or if you want your group to become more resilient in face of change and crisis, this course is made for you! Finally, at the end of the course, you would have build sense for your group in order to be more efficient. Using real-life cases you will see how the genuine, generous and generative characteristics apply to the development of successful organizations. For example, you will apply the Relational Circuit to recruit effectively, or the Self-Portrait and Conversation exercises to create team cohesion and resilience to overcome crises and interpersonal conflicts. You will be able to form trustworthy relationships in spite of diverging or different views, and you will grow respect in your environment where sense will be a driver for you and your surrounding. Leaders from different organizations, will share with you their insights about how they have applied the Savoir-Relier approach to their company and how it has made the company more resilience and competitive.
4 - The triangular framework of relationality
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來自 HEC Paris 的課程
领导组织
180 個評分
從本節課中
Self-awareness at the organization level
In this module and with the help of feedbacks from leaders in different environments, from start ups to large companies (Maurice Lévy from Publicis, Stéphane Richard from Orange, Frédéric Mazzella from BlaBlaCar, Daphne Koller from Coursera or Apollonia Poilâne from Poilâne), you will use history and communication to better perform the balance between the need for structure and the need for initiative in making a group effective.
與講師見面
Valérie GauthierAssociate Professor, HEC Paris
[MUSIC]
Savoir Relier can be developed and grown with practice and determination.
By developing Savoir Relier you are building your confidence necessary to make
some decisions that are the result of consultations, exchange and debates.
When employed with courage, empathy, humility and
resilience, Savoir Relier stimulates creative initiatives and
generates sense that drives action and results.
The world needs Savoir Relier because problems are not just objects and
solutions to problems.
They're not just black or white, right or wrong, or linear.
A problem is a pattern, a series of movements, an element in the bigger
picture that exists only through its interactions with its environment.
To be a successful leader, you need to maintain the delicate balance
between movement and permanence, between structure and freedom.
Savoir Relier takes the standard oppositional relationship
between structure and freedom, and transforms it into a strong and
functional triangular relationship with the addition of the relationality.
Relationality is characterized by perception, reliance,
resilience, and responsibility.
The triangular framework creates an environment within which leaders and
organizations or groups can operate.
With this setting established, your focus switches to the qualities and
processes which guide behaviors and decisions.
These qualities can grow on the four principles of relationality.
First, perception, that is, using our senses to access data.
Second, reliance is defined in our previous MOOC, as the act of relying,
self-relying and its end result.
Third, resilience is the ability to recombine fragments
of experience into novel responses as defined by Karl Weick.
And fourth, responsibility is building sense out of complex situations
with the relational circuit.
Savoir Relier it promotes behavior that is genuine, generous and
generative, because these positive expressions of relationality
are only possible when the foundations of perception, reliance, resilience and
responsibility are in place.
Perception associated with a genuine mindset that breeds self-awareness and
confidence, emphasizes the relationship between you and
yourself, at the heart of the living ecosystem.
Reliance, combined with the collaboration and trust that builds on a generous
mindset, emphasizes the relationships between you and others.
Finally, resilience and responsibility along side generative mind set,
that breeds innovation and influence play an effective sense relational
leadership role by emphasizing the relationships between you and
your organization, as well as you and society at large.
Savoir Relier complements and builds on relevant models such as transformational
leadership, situational leadership, and relational coordination.
With relational leadership, there is a shift from emphasis on the task, person or
situation, toward an emphasis on the relation itself.
And it gives a new perspective on leadership,
because now you can focus on the dynamics and changes that make your group and
your organization work, not on the people or the tasks themselves.
Therefore, you can see the whole picture moving,
take some higher view and a closer, deeper look inside those dynamics.
Your role as a leader becomes enabling action, enabling people for
innovation and change to take place.
You are an agent of change.
A facilitator of innovation.
A horse rider giving a chance for your horse to jump at his higher potential.
A parent, brother, or sister helping your child or
sibling grow and get the best out of themselves.
You can then open the door with avenues to address a complicated question, one that
only people attending this specialization will really be able to answer.
How can leadership reinvent itself to meet the demands and
challenges of the 21st century and beyond?
And how can you contribute to this movement?
Or, how will you play a role in transforming leadership to invent new
ways of working and leaning toward innovation that has a purpose?
Can you start describing that role?
It may be a bit early for some of you to do this.
But you can give it a try in your SR journal, still, and
get back to this fundamental question again later
in the same way you have started inventing a new word for leadership.
So to conclude this episode, let's hear what a leader who
has started this journey has to say about structure and freedom.
Daphne Koller, the cofounder of Coursera, has a view to opening education to all.
She's going to explain her move from being a professor in a structure like Stanford
to inventing a new model, freeing education from its original structure
while respecting its strong values with rigor.
>> As a professor at Stanford, I had always cared about education.
It was never my primary research agenda, but it was something that I always wanted
to open up and make quality education available to a large number of people.
The effort that led to Coursera originated with that idea among myself and
several of my colleagues, but it was important as one transitioned
into this new world, to also respect the norms of the old.
That is, it is really important to universities,
especially the top partners that we work with,
to have the right quality as part of the education that they offer to the world.
So the stability to integrate some of these new ideas.
The idea of open access.
The idea of technology as a driver.
The idea of achieving scale.
It was important, while one is driving in that direction,
to also think about what was important to our partners and
ensure that their values were maintained as part of this endeavor.
>> Let's now move on to our next episode and dig inside this genuine
organization as a first building block toward our secret goal.
Shh, keep it to the privileged you are, and
those like you who are involved in the MOOC.
