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The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World Hardcover – May 18, 2009
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About the Author
Linsky is on the faculty at the John F. Kennedy School of Government at Harvard University. He is Faculty Chair of many of the school's executive programs.
Top Customer Reviews
With their former book, Leadership on the Line, I learned about the difference between technical problems and adaptive challenges and the distinction between leadership and authority. They also taught me that a major failure of leadership is treating an adaptive challenge with a technical solution. Once I learned this I have seen it play out over and over again everywhere I turn. It is a gem I have passed on to my graduate students in educational leadership. It has also resonated strongly with them.
The sequel, The Practice of Adaptive Leadership, has taken the concepts and strategies for leadership interventions to a new level of meaning. Learning more about the power of disequilibrium in promoting change and the encouragement to run small experiments have been further sharpened by this new book. Leaders, I've learned from the authors, are often too quick to jump on default action steps without first thinking through diagnostic options. The Practice of Adaptive Leadership addresses diagnosis of the system, diagnosis of self, how to mobilize the system, and how to most effectively deploy self. I highly recommend this book!
With my next group of doctoral students, I plan to use three books that make up a complementary, powerful trilogy: Leadership on the Line, The Practice of Adaptive Leadership, and Immunity to Change (Kegan and Lahey).
I received a review copy of this book from Harvard Business Press. When it arrived I was very excited to dig in and get jazzed by all the great content. The problem was that the book was about as dull to read as it was to look at (I scrawled this on my cover: "Don't judge a book by its cover. In this case you should. This books cover is really boring"). I was twenty pages in when I felt that they were in trouble. It felt like a Harvard Business Press word container with WalMart content inside. My disappointment was that it lacked any real edge. For people who are deeply immersed in complexity theory and related pursuits that examine how systems change over time, there just wasn't any real insight. For people who don't like that sort of thing, it would, I fear, feel impenetrable.
Reading about next things should be engaging, compelling, shocking even. This book wasn't any of that. I felt genuinely disappointed as I worked my way through out. I just couldn't track with the style or flow. It felt like I was at a really dull meeting that was supposed to be important but somehow wasn't. No Wheatley. No Holling. No Stacey. No Sante Fe Institute. No Kauffman. No cheeky Tom Peters feel. No Dave Snowden deadpan humour. Nothing daring.Read more ›
Most Recent Customer Reviews
I loved the systematic approach focused throughout the text. Great book, that was well written.Published 24 days ago by Amazon Customer
There's a lot of good advice in here while almost completely ignoring the risks involved, although Heifitz does just barely mention blowback in the form sabotage, smear campaigns,... Read morePublished 4 months ago by William Carrol
This is a great book. Gives you useful tool, ideas and makes the concepts very digestiblePublished 4 months ago by Amazon Customer
First of all look at the real situation then make sure about the expectation or the outcome that we expect and adapt a method to reach the goal. Read morePublished 5 months ago by Amazon Customer