The following ideas map the terrain of our approach to leadership.
- The development of individuals as successful self-directed and resilient agents of their own learning journeys is a crucial part of leadership in any context. Resilient agents of their own learning are already engaging in leadership – of themselves. Understanding and developing organisational cultures and relationships that facilitate resilient agency is a key leadership skill. A learning organisation, by definition, is populated by learning individuals bound together by shared purpose.
- Engaging all stakeholders in participating in the resolution of complex problems is a key skill for leaders in any context and requires systems thinking and particular personal and professional quailities which encourage transformation. This is a collective learning journey which moves iteratively from purpose to performance.
- Improvement science, systems artchitecting or Networked Improvement Communities link organisational leadership and strategic improvement targets with professional enquiry. This is wholistic way of facilitating top down and bottom up learning which does not privilige one way of knowing above another but rather uses different types of knowledge as ‘fit for purpose’. Understanding and responding to complex data is key to improving processes and products.