Michael Lissack
Leadership” model between physicians and administrators, it established specific forums and protocols for negotiating overlapping responsibilities. Leadership rhythm synchronization. Organizations coordinate leadership activities through shared rhythms rather than central direc- tion. When technology company Atlassian implemented its “Project Rhythm” approach, it established consistent timing for planning, review, and reflection activities across teams, creating coordination without cen- tralized control. These shared practices create what organizational theorist Mary Parker Follett called “power with” rather than “power over”—leadership that emerges through coordination rather than control. Building leadership capabilities at all levels Leading for coherence requires developing leadership capabilities throughout the organization, not just in designated roles. These capabil- ities enable coherent action to emerge from distributed decisions rather than cascading from centralized authority.
Systems thinking development
Complex environments require understanding connections and re- lationships rather than just isolated components. Developing systems thinking capabilities throughout the organization enables more coherent decision-making at all levels. Manufacturing company Toyota illustrates this approach through its “T-shaped People” development model. Rather than developing spe- cialists who understand only their immediate area, Toyota systematically cultivates both depth in a primary domain and breadth across related do- mains. This combination enables employees at all levels to make decisions that account for systemic impacts rather than just local optimization. Systems thinking development manifests in several organizational practices:
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