Traditional ideas of leadership have carried connotations of power, position, and privilege. In your complex world today, real leadership is about building adaptive capacity. When you have capacity to 1) see the patterns in your world; 2) understand the dynamics of those patterns; and 3) take powerful action to shift those patterns, you are a leader. And that is true, regardless of where you stand in the organization. You have capacity to lead from wherever you are.
Human systems dynamics (HSD) offers a methodology of leadership that recognizes every person’s opportunity and responsibility for leadership. In this Adaptive Action Lab, you will use Adaptive Action, Pattern Logic, and Inquiry to take wise action through the most challenging and complex issues. Bring your most wicked leadership issue and leave with next wise actions for yourself, your team, your organization, or your community.
Faculty & Coaches
Jennifer Jones-Patulli, MA, works with private and public organizations to facilitate constructive conflict and influence positive change. Jennifer helps organizations establish flexible conditions, within a solid framework, to confidently adapt to ongoing change.
As a skilled facilitator, mediator, and coach, Jennifer brings over a decade of practice in conflict resolution and application of conflict theory into her work with the Human Systems Dynamics Institute. Using human systems dynamics Models and Methods, Jennifer designs and delivers tailored approaches to support groups through complex challenges. Her work helps groups and individuals let go of non-productive ways of behaving, and brings them to a place of creativity.
Jennifer’s approach is innovative and creative. She believes that complex challenges require an adaptive, interdisciplinary approach to achieve lasting results.
In his long career in Civil engineering in large Projects in Infrastructure and Energy, Toine discovered that the road to successful projects are those projects where the approach is not only rational thinking, process design and control. In successful project there is attention for the complexity of human dynamics. The reality is that Infrastructural projects are part of a bigger whole with lots of stakeholders, environmental issues, resistance from protest groups, inhabitants of the surrounding area and of course the collaboration within the many disciplines that are part of an infrastructural project team. This make large projects fit in what we call Complex Adaptive Systems. The part that we can control and predict is much smaller as we often think. We have to be resilient and adaptive to the influences that shapes the project context. Often our way of organizing large projects is based on the opposite: we can control and predict. Human Systems Dynamics helps Toine to look at problems as patterns that we can influence.
Toine facilitates project teams in their collaboration, internally and externally, he can be the team leader that unstucks your team with their sticky issues or take the role of stakeholder manager to interact with stakeholders outside the project team. Toine is a certified associate and praxis partner of the HSD Institute and he designs workshops around the interdependent pair of resilience/ adaption versus control and short term project results versus sustainability of the organization on the long term. Using roadmaps to learn project teams to take action in complex issues based on Human System Dynamics. His experience shaped the way he asks questions: basic, to the point, understandable for everyone. An opening to think differently to see options for action.
Main interests of Toine are lead and plan in uncertainty, using HSD in situations where responsibility and accountability influences decision-making for the short term not knowing the impact on the long term and using HSD in transitions to a sustainable use of energy. And above all, making people understand the world around them.
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