Leadership-2a - Final

Varun Parayil Anil Leadership futures 14466554
1
2A. LEADERSHIP FRAMEWORK
Subject: LB5241 Leadership Futures

Name : Varun Parayil Anil
Student ID:14466554
2
Table of Contents
Executive Summary ................................................................................................................ 4
1.Introduction ......................................................................................................................... 5
2. Problematic Situations of Real World - Adapting to climate change .................................... 5
3. Leadership Challenges: Adap5ng to climate change. ........................................................... 7
4. SSM: Applying Compe5ng Values Framework (CVF) to the Megatrend ................................ 7
4.1 Theme 1: Create (Adhocracy): Do things ﬁrst. ............................................................................. 9
4.2 Theme 2: Compete (Market) – Do Things Fast ....................................................................... 10
4.3 Theme 3: Control (Hierarchy) – Do Things Right ........................................................................ 11
4.4 Theme 4: Collaborate (Clan) – Do Things Together ............................................................... 12
5. RICH PICTURE ............................................................................................................... 15
6. CATWOE Analysis & Root Definitions.............................................................................. 16
6.1 CATWOE Analysis for Theme 1(Create) and identification of root definition: ...................... 17
6.2 CATWOE Analysis for Theme 2(Compete) and identification of root definition: .................. 18
6.3 CATWOE Analysis for Theme 3 (Control) and identification of root definition: ................... 19
6.4. CATWOE Analysis for theme 4 (Collaborate) and identification of root definition: ............. 20
7. Comparison of conceptual models and real world ............................................................. 21
8. Conclusion........................................................................................................................ 25
9. Recommendations ............................................................................................................. 25
10. Appendix ......................................................................................................................... 26
Building Conceptual Models of Human Activity Systems ............................................................ 26
Theme 1(Create): .......................................................................................................................... 26
Theme 2(Compete): ...................................................................................................................... 28
Theme 3(Control): ........................................................................................................................ 31
Theme 4 (Collaborate): ................................................................................................................. 33
11. Reference ........................................................................................................................ 40
3
Executive Summary
This report has been built up from Assessment 1B and will apply and justify a leadership
framework to capitalise on the chosen megatrend, "Adapting to a Changing Climate”.
Adapting to climate change is not just an environmental imperative but also a leadership challenge
of unprecedented scale. As one of the defining megatrends of the 21st century, climate change
intertwines with nearly every facet of our society, reshaping economies, geopolitics, and lifestyles.
Leaders, regardless of their domain – be it public, private, or civil society – are finding themselves
at the frontline of this transformation, tasked with steering their organizations and communities
through a labyrinth of uncertainties, risks, and opportunities. These challenges are multifaceted,
encompassing strategic foresight, resource allocation, stakeholder engagement, and more.
This paper will delve into determining leadership opportunities for overcoming the identified
challenges and issues. It will further analyze and suggest possible recommendations for the leaders
to develop their competencies using the Competing Value Framework (CVF) and Soft System
Methodology (SSM). There will be an illustration of the Rich picture, an elaboration on CATWOE
analysis, a look into conceptual models, and a comparison of conceptual models and the real world.
4
1.Introduction
In today's rapidly evolving global landscape, leadership is no longer confined to managing

organizations and driving profit. True leadership now also involves navigating complex socio-
environmental challenges, with climate change standing at the forefront. As the repercussions of a
warming planet become palpably evident, leaders across sectors - be it corporate, governmental,
or civil society - are finding themselves at a pivotal juncture. They must not only acknowledge the
pressing issue of climate change but actively steer their respective entities toward resilience and
adaptation. From the vantage point of leadership, adapting to climate change represents a
multidimensional challenge, encompassing risk management, long-term strategic planning,
stakeholder engagement, and ethical responsibility (Chopra,2019).
The objective of preparing this report is to offer a comprehensive understanding and strategic
approach for leaders to navigate the multifaceted challenges posed by adapting to rapid climatic
changes. By applying a leadership perspective, the report seeks to arm organizations with
actionable strategies and insights, fostering proactive climate resilience, driving sustainable
innovation, and ensuring sustained growth in an increasingly unpredictable environment, all while
addressing the complex, interwoven challenges that conventional problem-solving methods might
not capture(Reingewertz ,2016).
2. Problematic Situations of Real World - Adapting to climate change
Climate change poses a range of real-world problems that manifest in various ways across different
regions and contexts. These impacts not only disrupt natural ecosystems but also have significant
ramifications for human societies. Due to its complexity, multifaceted nature, interconnectedness
with other global challenges, and resistance to straightforward solutions, adapting to climate
change is considered a wicked problem(Berkhout,2011).
Some examples of situations considered problematic due to climate change are listed below:-
5
Situation Considered
Sno Explanation
problematic
As sea levels rise, low-lying coastal areas become
Rising Sea Levels Causing
1 uninhabitable, displacing communities, and leading to
Displacement
the possibility of "climate refugees."
Reduced rainfall can lead to prolonged droughts,
affecting agriculture, water supply, and leading to food
Changing Precipitation
2 and water shortages. Flooding Increases with rainfall
Patterns
causing floods, which damage property, displace
communities, and result in loss of life.
Extreme temperatures can pose serious health risks,
especially for vulnerable populations like the elderly.
3 Extremes Temperature Changing temperature patterns can also impact
agricultural productivity, leading to food
insecurity.
Changing climates can make habitats unsuitable for
4 Loss of Biodiversity: certain species, leading to extinction or migration of
those species.
Economic activities like fishing or agriculture may
5 Economic Challenges become unviable in certain regions due to changing
climatic conditions.
Table 1: The situation considered problematic in the real world
SNO Characteristics of wicked Trends: Adapting to a Changing Climate YES/NO

1 Lack of a precise formulation. YES
2 Lack of a "stopping rule". YES
3 Solutions are excellent or terrible, not accurate or false. YES
4 There is no method to test a wicked problem's solution. YES
5 They cannot be studied through trial and error. YES
6 There is no end to the number of solutions or approaches. YES
7 All wicked problems are essentially unique. YES
8 Wicked problems are a sign of additional problems. YES
9 The way a wicked problem is described determines its possible solutions YES
10 Planners don't have a right to make mistakes YES
Table 2: Characteristics of the Wicked Trend
6
3. Leadership Challenges: Adap3ng to climate change.
Complexity and Uncertainty: Climate change involves a multitude of interconnected factors, and
its effects can be difficult to predict with certainty. Leaders must make decisions based on forecasts
and models, which inherently have limitations and uncertainties.
Resource Constraints: Adapting to climate change often requires substantial financial,

technological, and human resources. Leaders must determine how to allocate these limited
resources most effectively, balancing immediate needs with long-term resilience strategies.
Stakeholder Alignment: Climate adaptation efforts involve diverse stakeholders, including

government agencies, private businesses, non-profits, and communities. Aligning these groups,
each with their own interests and perspectives can be challenging.
Operational Resilience: Climate change can introduce disruptions to operations, from supply
chain interruptions due to extreme weather events to regulatory changes.
Short-term vs. Long-term Focus: Leaders often face pressure to prioritize short-term results
(e.g., quarterly profits or election cycles) over long-term resilience and adaptation strategies.
4. SSM: Applying Compe3ng Values Framework (CVF) to the Megatrend
The Competing Values Framework (CVF) is a management tool developed by Robert Quinn and
Kim Cameron in the 1980s. It's designed to help organizations understand their cultures and the
underlying values that drive those cultures. The framework also assists in identifying management
practices, leadership roles, and organizational effectiveness. It categorizes culture into four types:
adhocracy (create) culture, market (compete) culture, hierarchy (control) culture, and clan
(collaborate) culture (Wang, 2022).
7
Adhocracy Culture (Create): A dynamic, entrepreneurial space valuing innovation, adaptability,

and risk-taking(Yue, 2019).
Clan Culture (Collaborate): A family-like environment emphasizing cohesion, teamwork, and

internal commitment.
Hierarchy Culture (Control): A structured, formalized setting emphasizing procedures,

efficiency, and stability.
Market Culture (Compete): A results-driven landscape prioritizing goals, customer satisfaction,

and competitive achievement.
8
4.1 Theme 1: Create (Adhocracy): Do things ﬁrst.
The world of climate science is dynamic, complex, and uncertain. As new research emerges,
models are updated, and predictions change. Simultaneously, the impacts of climate change aren't
restricted to one facet; they encompass a vast range of sectors. Leaders thus grapple with the
complexity of both understanding the scientific intricacies and translating them into actionable
organizational strategies. The uncertainty is magnified by the inherent unpredictability of many
climate-related events, such as extreme weather patterns. Hence, organizations can feel caught in
a tumultuous sea of ever-changing information and unpredictable events.To navigate this complex
landscape, the 'Create' quadrant of the CVF emphasizes the need for organizations to prioritize
innovation and vision.Some ways to attain this include:-
Continuous Learning: The pace at which new research and data about climate change emerge
necessitates an organization to be in perpetual learning mode. This means regularly updating
training modules, investing in workshops, and encouraging employees to stay abreast of the latest
in climate science. Such an emphasis on learning ensures that the entire organization is
knowledgeable and ready to interpret and act upon new information.
Agility: Given the unpredictability, organizations must develop structures and processes that allow
for quick pivots. This includes having flexible business plans, agile project management
methodologies, and a willingness to reevaluate strategies in light of new data. It's not just about
reacting quickly but reacting smartly, ensuring that changes are effective and not just knee-jerk
reactions.
Innovation in Climate Science and Data Analytics: Leveraging the latest tools and technologies
to better understand climate change is paramount. This could involve investing in advanced
simulation models, using AI for predictive analysis, or employing IoT sensors for real-time
environmental data collection. The idea is to harness technology to convert vast and complex data
into actionable insights.
Scenario Planning: Given the inherent uncertainties, leaders should adopt scenario planning. This
involves creating multiple strategic plans based on various possible future climates. By envisioning
diverse potential outcomes, organizations can prepare for a range of eventualities, ensuring they
aren't caught off-guard.
9
When an organization prioritizes continuous learning and agility, backed by the latest
technological advancements, it transforms from being reactive to proactive. Such organizations
are not paralyzed by the complexities of climate change. Instead, they are empowered, well-
prepared, and agile entities, capable of adjusting strategies seamlessly in response to the evolving
landscape of climate science and its real-world impacts. Their proactive stance ensures not just
survival but the potential to thrive in a world marked by climate change-induced complexities and
uncertainties.
4.2 Theme 2: Compete (Market) – Do Things Fast
In the midst of the vast and pressing needs posed by climate change, organizations are often
confronted with limitations that could hinder their adaptive capabilities. Whether it's financial
constraints, limited human expertise, or inadequate technological infrastructure, these bottlenecks
could potentially hamper the pace and scale of climate adaptation strategies. This is especially
pertinent for businesses and governments that must balance climate adaptation needs with myriad
other pressing concerns, all vying for a share of limited resources.The 'Compete' quadrant of the
CVF underscores the importance of a results-driven approach. Delving deeper:
Outcome Orientation: In the face of resource constraints, it's pivotal for organizations to discern
the difference between activities and results. Instead of merely being busy, emphasis should be
placed on initiatives that promise tangible results in climate adaptation. Every project or
intervention must be evaluated based on its potential impact.
Return on Investment (ROI) Analysis: For every dollar or hour spent, what is the expected return
in terms of climate resilience or adaptation benefits? An ROI-driven approach can guide leaders
in channeling their resources where they're likely to get the maximum bang for their buck. This
analytical approach ensures that emotion or bias doesn't cloud decision-making, but rather,
empirical evidence does.
Prioritizing Initiatives: Not all adaptation projects are created equal. Some might offer immediate
results, while others are long-term investments. In a resource-constrained environment, it's crucial
to prioritize. Quick wins can be instrumental, not just in mitigating immediate risks, but also in
demonstrating the value of adaptation efforts to stakeholders, potentially unlocking more
resources.
10
Investing in Short-term Tangible Benefits: By channeling resources into projects that offer
immediate benefits, organizations can build credibility and momentum. Successful completion of
these projects can act as a proof of concept, encouraging further investments and possibly acting
as a catalyst for larger, more resource-intensive projects in the future.
Through a relentless focus on outcomes and an ROI-driven approach, organizations can transcend
the barriers posed by resource constraints. By meticulously selecting and executing projects based
on their potential impact, organizations ensure that every resource, whether monetary, human, or
technological, is optimally utilized. This strategic approach leads to an organization that is not just
reactive but proactive and efficient in its climate adaptation journey, ensuring that despite
limitations, the path towards resilience is steadily navigated (Orsato,2017).
4.3 Theme 3: Control (Hierarchy) – Do Things Right
The multifaceted impacts of climate change present unprecedented challenges to organizations,

threatening the very core of their operations. From supply chain vulnerabilities stemming from
extreme climatic events to adapting to a continually evolving regulatory landscape, operational
resilience becomes paramount. In the face of such challenges, the overarching objective for
organizations is not just to survive but to maintain, if not enhance, their operational efficiency.
The 'Control' quadrant of the CVF places a premium on efficiency and stability. Delving deeper:
Robust Internal Processes: Efficient operations are underpinned by well-defined and robust
processes. This entails regularly reviewing and refining operational workflows, ensuring they are
resilient to external shocks. For instance, integrating climate risk assessments into routine
organizational audits can preemptively identify vulnerabilities.
Risk Management Protocols: Adopting a proactive stance towards risk can significantly mitigate
the adverse impacts of climate change. This involves not just identifying potential risks but also
developing strategies to manage them. Tools like SWOT (Strengths, Weaknesses, Opportunities,
Threats) analysis, specifically tailored for climate risks, can be invaluable.
Disaster Recovery and Business Continuity Plans: The unpredictability of climate change
necessitates having robust disaster recovery strategies. This could encompass data backups,
11
alternative supply chain routes, or even secondary operational sites. Beyond recovery, ensuring
business continuity is critical. Such planning prepares an organization to continue its operations
even in the midst of a crisis.
Clear Communication Channels: Rapid and clear communication is the cornerstone of effective
crisis management. Establishing predefined communication hierarchies and protocols ensures that
when disruptions occur, there's no time wasted in deliberation. Everyone knows their role and
responsibilities (Alrawahi et al., 2020).
Regulatory Compliance: As the world grapples with climate change, regulatory bodies are
continually updating environmental and operational norms. Staying compliant is not just about
adhering to the law but also about ensuring an organization doesn't face operational disruptions or
penalties.
By emphasizing efficiency and stability, the 'Control' quadrant equips organizations to face the
tumultuous challenges posed by climate change head-on. By shoring up internal processes,
preempting risks, and ensuring seamless communication, organizations can achieve a level of
operational resilience that stands undeterred by external disruptions. The ultimate vision is an
organization that functions like a well-oiled machine, consistently delivering results even when
the external environment is in flux. The message is clear: while we cannot control the climate, with
the right strategies, we can control our response to it (Liu et al.,2012).
4.4 Theme 4: Collaborate (Clan) – Do Things Together
Organizations, while navigating the multifaceted terrain of climate change, are invariably
interlinked with a wide array of stakeholders. These stakeholders, ranging from internal teams to
external partners, communities, and regulatory bodies, often come with their unique perspectives,
interests, and concerns. This diversity, while a source of strength, can also lead to challenges in
alignment, especially when the path to climate adaptation requires collective effort and consensus.
The 'Collaborate' quadrant of the CVF emphasizes the significance of nurturing relationships and
fostering collaboration. Delving deeper:
12
Open Communication Channels: Transparency is the foundation of trust. Establishing regular,

open channels for dialogue ensures that all stakeholders are not only kept informed but also feel
valued. This could manifest as town halls, stakeholder consultations, or regular newsletters
detailing organizational strides in climate adaptation.
Collaborative Problem-Solving Workshops: Inviting diverse stakeholder groups to co-create

solutions is a powerful way to align interests. Workshops that bring together various stakeholders
foster mutual understanding and often lead to solutions that account for the myriad perspectives
and concerns present.
Joint Initiatives: Collaborative projects, be it with communities on ground-level adaptation

initiatives or with NGOs on broader sustainability projects, can be a testament to an organization's
commitment to collective action. Such projects not only drive tangible results but also strengthen
relational ties (Rybnicek, 2017).
Education and Awareness: Ensuring that all stakeholders understand the nuances of climate
change, its impacts, and the organization's adaptation strategy is crucial. Regular training sessions,
seminars, and informational campaigns can empower stakeholders, making them informed
partners in the journey towards adaptation.
Feedback Loops: While disseminating information is vital, equally important is receiving

feedback. Creating mechanisms where stakeholders can voice their concerns, suggestions, or even
accolades ensures that the organization's strategy is continuously refined and remains aligned with
stakeholder expectations.
Rooted in the ethos of collaboration and relationship-building, the 'Collaborate' quadrant guides
organizations towards creating an ecosystem where diverse stakeholders harmoniously converge
towards a shared vision. By emphasizing open communication, joint problem-solving, and
continuous education, organizations can foster an environment of trust and mutual respect. The
culmination is a collective that's not just aligned in its goals but is also synergistically working
together, leveraging the unique strengths of each stakeholder, to traverse the challenging path of
climate adaptation.
Each quadrant of the CVF offers unique tools and approaches that can help leaders navigate the
multifaceted challenges associated with climate change adaptation. By leveraging these insights,
13
leaders can craft comprehensive strategies that ensure both immediate action and long-term
resilience.
14
5. RICH PICTURE
15
See clear rich pictures in Appendix 1 ( Real World Rich Picture ,Problems due to climate Change Rich
Picture, Rich Picture Framework)
6. CATWOE Analysis & Root Definitions
CATWOE is a tool used in Soft Systems Methodology (SSM) to ensure that a proposed system or
solution considers all relevant perspectives and elements. The acronym CATWOE stands for
Customers, Actors, Transformation, Weltanschauung , Owner, and Environmental constraints.
The CATWOE analysis produces a root definition for each leadership theme(CREATE,
COMPETE, CONTROL, COLLABORATE) which is subsequently included into conceptual
models to emphasise the new leadership behaviours and styles.
16
6.1 CATWOE Analysis for Theme 1(Create) and identification of root definition:
Customers: These could include communities or industries looking for innovative solutions to
climate impacts, future generations that will benefit from forward-thinking approaches, and sectors
directly involved in pioneering technologies or approaches (e.g., renewable energy sectors,
innovative agricultural industries).
Actors: Innovators, researchers, scientists, experimental teams, startups, technology developers,

and early adopters of novel climate adaptation strategies.
Transformation: The key transformation in this context is the shift from traditional or currently
prevailing methods of dealing with climate impacts to novel, adaptive, and potentially high-risk-
high-reward strategies.
Weltanschauung (worldview): The underlying belief is that dynamic challenges like climate
change require groundbreaking solutions, and that risks associated with innovation are worth
taking to discover new pathways for adaptation.
Owner: Visionaries in the field of climate science and adaptation, R&D department leaders,
startup founders, and potentially progressive government entities willing to fund or support
innovation.
Environmental constraints: Limited knowledge about new strategies' long-term effects, potential
resistance from traditionalists, market readiness for novel solutions, technological limitations, and
the inherent unpredictability associated with innovative ventures.
Root Definition: "A dynamic and innovative system where experimental teams, startups, and
visionaries pioneer groundbreaking solutions for climate change adaptation, transitioning from
prevailing methods to novel strategies. This system operates within the uncertainties of innovation,
guided by the conviction that transformative approaches are essential to navigate the
unprecedented challenges of climate change."
Applying the "create" quadrant of the CVF in this manner provides a lens that emphasizes
innovation and adaptability when confronting the complexities of climate change adaptation.
17
6.2 CATWOE Analysis for Theme 2(Compete) and identification of root definition:
Customers: These would encompass consumers who value climate-resilient products or services,
stakeholders, including shareholders or investors eyeing climate-smart ventures, and sectors that
see market opportunities in climate adaptation (e.g., green tech industries, sustainable agriculture
businesses).
Actors: Market-driven teams, business strategists, sales and marketing professionals, sustainable
product developers, and corporate leaders aiming for market advantages through climate
adaptation.
Transformation: Transitioning from traditional market strategies to strategies that offer

competitive advantages in a climate-conscious market or regulatory environment.
Weltanschauung : The belief that integrating climate adaptation can result in market leadership,
increased profitability, and sustainable growth in a changing global environment.
Owner: CEOs, business leaders, board members, and stakeholders who have the authority to make
strategic decisions and prioritize investments in climate adaptation for competitive gains.
Environmental constraints: Rapidly shifting market dynamics, evolving consumer preferences,

increasing regulatory pressures related to sustainability, and potential short-term financial trade-
offs associated with long-term climate adaptation investments.
Root Definition: "A market-oriented system where strategic teams leverage climate adaptation to
gain a competitive edge, transitioning from conventional business models to climate-smart
strategies. This system operates amidst shifting market and regulatory landscapes, driven by the
conviction that successful climate adaptation can yield superior market positioning, sustainable
growth, and enhanced profitability."
Through the "compete" or Market Culture lens of the CVF, the focus on climate change adaptation
becomes closely aligned with market success, strategic growth, and achieving a competitive
advantage in a world increasingly conscious of and affected by climate change.
18
6.3 CATWOE Analysis for Theme 3 (Control) and identification of root definition:
Customers: All stakeholders who rely on structured, predictable responses, including

governmental bodies, public service beneficiaries, and institutional partners, as well as industries
that depend on regulatory clarity and stability.
Actors: Bureaucrats, administrators, regulatory bodies, standards agencies, institutional managers,

and those involved in crafting and enforcing regulations and standardized processes.
Transformation: Moving from potentially ad-hoc or non-systematic responses to climate impacts

to a coordinated, standardized, rule-based approach to adaptation.
Weltanschauung : The belief that systematic, coordinated, and rule-governed approaches are the
most effective and dependable ways to address the multifaceted challenges of climate change.
Owner: High-level policymakers, bureaucratic leaders, heads of regulatory agencies, and top
management in hierarchical organizations.
Environmental constraints: Bureaucratic inertia, potential resistance to change, long lead times
required for institutional change, and the challenge of ensuring alignment between diverse
regulatory entities.
Root Definition: "A coordinated system in which structured entities, regulatory bodies, and
institutional actors enforce and adhere to standardized protocols and rules to methodically address
climate adaptation. This system operates within the intricacies of bureaucratic procedures and the
need for institutional consistency, driven by the belief that structured, rule-governed approaches
are imperative for dependable, wide-reaching responses to climate change."
In the context of the "control" or Hierarchy Culture, climate change adaptation is viewed through
a lens of order, systematization, and consistency, with an emphasis on creating and adhering to
rules, regulations, and standardized procedures to tackle the complex challenges posed by a
changing climate.
19
6.4. CATWOE Analysis for theme 4 (Collaborate) and identification of root definition:
Customers: Internal teams, members of the community, local stakeholders, and all those who
benefit from a cohesive, internally driven approach to climate adaptation.
Actors: Collaborative teams, community leaders, internal champions for sustainability, and those
involved in participative decision-making processes.
Transformation: Transitioning from individual or fragmented efforts to unified, community-

driven actions and solutions towards climate adaptation.
Weltanschauung : By working together, building on shared values, and leveraging our collective
strengths, we can effectively adapt to and mitigate the challenges posed by climate change.
Owner: Organizational or community leaders, elders, or those who hold significant influence
within the collaborative group.
Environmental constraints: Internal dynamics, potential for groupthink, resource constraints

within the community, and the challenge of maintaining cohesion and unity in decision-making.
Root Definition: "A communal system, anchored by shared values and traditions, where members
collaboratively engage in actions to adapt to climate change. This system operates amidst the
intricacies of group dynamics and collective decision-making, propelled by the belief that united,
internally driven efforts can lead to more meaningful and effective adaptation outcomes."
Under the "collaborate" or Clan Culture perspective of the CVF, climate change adaptation
becomes a collective endeavor, with emphasis on internal cohesion, shared values, and the power
of collaboration in navigating the multifaceted challenges posed by a changing climate.
20
7. Comparison of conceptual models and real world
(Details of conceptual model in Appendix )

Activities in the
Who? Good or
Sno Conceptual Exists? How? Alternatives
(Actor/s) Bad?
Model 1
To be creative Leaders,
and technology- Sufficient use of
managers, and No
1 oriented to Yes relevant Good
board of alternative
address the technologies
safety needs directors
Development of Through
technical skills technologies such
and abilities to as blockchain, Leaders, No
2 Yes Good
address the Artificial employees alternative
issue of climate Intelligence and
change Machine Learning
Creation of a
safer
environment
which will Developing Board of
No
3 contribute Yes Innovative Directors, Good
alternative
positively solutions Leaders
towards the
environment
(Opportunity)
Dealing with Communication
employee with employees to Employees,
No
4 resistance to Yes help them leaders, Board Good
alternative
technology understand the of directors
adaptation. need for change
Analysing the
impact of Reporting the
change findings to the Leaders and
No
5 feedback from Yes leaders and Board of Good
alternative
stakeholders to associated directors
better address stakeholders.
climate change.
Table :Theme 1
21
Activities in the
Who? Good or
(Actor/s) Bad?
Model 2
Taking
responsibility and
Developing a clear
influencing the
vision that assists in
climate change Leaders and
making fast and No
1 process and Yes Board of Good
relevant decisions alternative
creating a vision directors
to address the issue
to address the
at hand.
climate change
issues.
Motivating the
employees to Showcasing
bring better and cooperative
Employees,
behaviour for better No
2 faster changes in Yes stakeholder and Good
and efficient alternative
terms of climate leaders
decision-making
change process.
adaptation.
Communication By listening to the

the visions and issues of employees Stakeholders,
and by interacting employees,
goals Cleary to the No
3 Yes with them to make leaders and Good
employees with alternative
them aware of the board of
respect to climate objectives and directors.
change. goals.
Conduction of Keeping track of

group meetings the progress by
Leaders and
keeping a monthly No
4 and interviews to Yes Board of Good
progress report in alternative
identify the key directors
terms of vision
lacking areas. implementation.
Table:Theme 2
22
Activities in
the Who? Good or
Sno Exists? How? Alternatives
Conceptual (Actor/s) Bad?
Model 3
Collecting and
managing
diverse sources
such as Through
environmental effective
data and collaboration
weather from various Leaders and No
1 Yes Good
patterns to disciplines and Directors alternative
control the departments
overall within an
situation organisation.
regarding
climate change
adaptation.
Engagement in
Utilisation of a team-building
robust behaviour by
information providing them
Leaders and No
2 monitoring Yes with necessary Good
Management alternative
system to autonomy and
reduce data bringing
complexity. everyone on the
same page.
Constantly Keeping the
communicating employees up-to-
date with the Leaders,
with the
continuous stakeholders No
3 employees to Yes Good
progress reports and alternative
keep them in regards to management.
engaged and climate change
motivated. adaptation.
Table:Theme 3
23
Activities in the
Who? Good or
(Actor/s) Bad?
Model 4
Involving By demonstrating
various transparency
stakeholders in within the overall Leaders,
the decision- communication Stakeholders No
1 making process Yes Good
process to ensure and Board of alternative
to indulge in that everyone is directors
climate change aware of the
discussion. needed changes.
Sharing of
critical
information
regarding By committing Stakeholders,
towards long- Leaders and No
2 climate change Yes Good
term Board of alternative
adaptation sustainability. directors
strategies with
the general
public.
Motivating the
employees to Taking the
increase their approach to
collective participative
leadership for the Leader and No
3 participation in Yes Good
management of management. alternative
devising climate
teams and
change employee
adaptation participation.
strategies.
Reporting the
findings to the Through Employees,
board continuous Leaders,
No
4 members, Yes reports in regard Management Good
alternative
stakeholders, to climate change and Board of
and adaptation directors
shareholders.
Table:Theme 4
24
8. Conclusion
Adapting to Climate change is a leadership challenge of unprecedented scale. The implications of

this megatrend, as discussed in this paper, are not always straightforward; they bring about a
number of challenges for leaders, which test the decision making of the leader. The CATWOE
analysis helps identify different variables affecting the core competencies of the leaders and root
definitions to find possible solutions to develop a particular competency of the leader. Leaders
must comparatively develop more innovative and collaborative competencies for bracing the
challenges (Berkhout , 2021).
The paper provides a clear transition required for each theme discussed with empirical data on the
contemporary leadership styles and behavior.
In conclusion, effective leadership in the era of climate change demands foresight, adaptability,
and a commitment to collaborative action. By embracing these tenets, leaders can not only navigate
the challenges of climate adaptation but also position their organizations for sustained success in
an ever-changing world.
9. Recommendations
The conceptual model and the real model of the wicked problem of adapting to a changing climate
are the very same. The real-time solution that is being implemented for the wicked problem will
suffice in complementing the issue as long as it is being implemented in the real world model in a
very systematic and precise manner until the objectives are met. Also, there needs to be a
measurement and monitoring system to ensure that the objectives are being implemented
punctually in the required time frame without letting it spiral into detrimental consequences.
25
10. Appendix
Building Conceptual Models of Human Activity Systems
Theme 1(Create):
Motive: The motivation to make use of technology so that innovation can be promoted is necessary
for leaders to address climate change on a broader scale. This aligns with Vroom’s expectancy
theory, which entails that leaders should adopt behavior that will help them minimize pain and
gain the maximum output (Rybnicek et al., 2017).
Behaviour: In order to address climate change, employees also need to make equal contributions,
such as developing their technical skills and abilities to address the issue of climate change.
Consequence: However, there might be consequences where employees resist such a process, but
in the context of the reinforcement theory, leaders can communicate the real purpose behind such
a decision so that employees can cooperate.
Satisfaction: This will provide satisfaction to leaders, employees, and stakeholders if better
technologies could be innovated to address the global issue of climate change.
26
See figure below:-
Conceptual model for theme 1
27
See figure below:-
System thinking of design to change leadership behaviour for theme 1
Theme 2(Compete):
Need: The acquired needs theory states that human needs are based on their sense of power,
affiliation, and achievement, which in turn shapes their behavior and motivation (Rybnicek et al.,
2019). Based on this theory, it can be said that leaders need to use their power in order to achieve
clear goals and visions that employees need to achieve to address climate change-related concerns.
28
This will motivate the employees to work towards bringing better and faster changes (Heinen et
al.,2019)
Motive: As per the goals-setting theory, setting clear goals will help keep the employees
motivated and informed and achieve better growth and popularity as compared to competitors.
Behaviour: Employees need to be cooperative and should contribute to the decision-making
process so that faster decisions can be made. The faster the effective decision-making process,
the sooner the issue is resolved.
Consequence: There might be a lack of corporations in the sense of following the visions, but
then leaders will have to be empathic and patient to deal with employees' issues and make them
understand the need for change.
Satisfaction: This will help an organization receive high levels of employee satisfaction and
significantly contribute to protecting the environment.
29
Conceptual model for theme 3 (Above)
30
System thinking of design to change leadership behaviour for Theme 2
Theme 3(Control):
Need: The control competency of a leader translates to the documentation of relevant information
associated with climate change. Herzberg's two-factor theory is based on control and motivation
factors(Alrawahi et al.,2020). As such, making use of a robust information management system
potentially prevents employee dissatisfaction via reduced complexity.
Motive: The main motive behind this need is effectively managing and documenting information
from a wide range of sources regarding climate change adaptation.
Behaviour: This requires the leader to promote coordination from various disciplines and
departments within an organisation. As such, the leader will be required to engage in team-building
behaviour by giving them autonomy and getting everyone on the same page.
31
Consequence: Goal-setting theory is being able to establish a link between task performance and
goal difficulty (Liu et al., 2020). Hence, it will be essential for the leader to set specific goals,
otherwise, unmotivated employees can be a potential consequence.
Satisfaction: Being able to control the situation and deal with the data complexity issue will lead
to effective documentation and information process, hence meeting the needs.
32
System thinking of design to change leadership behaviour for Theme 3
Theme 4 (Collaborate):
Motive: According to expectancy theory, which allows for the understanding of motivation.
Hence, being able to devise relevant strategies for climate change adaptation will not only motivate
the stakeholders but also promote long-term sustainability(Chopra,2019).
Behaviour: In this context, the leader must take the approach to participative leadership, which
entails the management of teams and the participation of employees. As mentioned by (Wang et
al.,2022), participative leadership supports and encourages employees in the overall decision-
making process.
33
Consequence: It will result in collective participation towards strategies associated with climate
change adaptation. It also aligns with the reinforcement theory, which denotes that behavior is
strengthened when driven by consequence(Reingewertz, 2016).
Satisfaction: This will positively impact the general environment and meet the leader's needs,
such as being able to accomplish and be a part of something big.
See Figure below
34
System thinking of design to change leadership behaviour for Theme 4 (up)
System thinking the world (below)
35
Real world system (up)

Activity-by-activity comparison of real-world vs systems thinking world (below)
36
Rich pictures ( Problems Due to Climate Change , Real World Rich Picture , Rich Picture
Framework)
37
38
39
11. Reference
• Alrawahi, S., Sellgren, S. F., Altouby, S., Alwahaibi, N., & Brommels, M. (2020,
September). The application of Herzberg’s two-factor theory of motivation to job
satisfaction in clinical laboratories in Omani hospitals. Heliyon, 6(9), e04829.
https://doi.org/10.1016/j.heliyon.2020.e04829
• Berkhout, F. (2011, December 27). Adaptation to climate change by organizations.
Wiley Interdisciplinary Reviews: Climate Change, 3(1), 91–106.
https://doi.org/10.1002/wcc.154
• Chopra, K. (2019, March 11). Indian shopper motivation to use artificial intelligence.
International Journal of Retail & Distribution Management; Emerald Publishing
Limited. https://doi.org/10.1108/ijrdm-11-2018-0251
• Endrissat, N., & von Arx, W. (2013, May). Leadership practices and context: Two
sides of the same coin. Leadership, 9(2), 278–304.
https://doi.org/10.1177/1742715012468786
• Heinen, M., van Oostveen, C., Peters, J., Vermeulen, H., & Huis, A. (2019, July 21).
An integrative review of leadership competencies and attributes in advanced nursing
practice. Journal of Advanced Nursing, 75(11), 2378–2392.
https://doi.org/10.1111/jan.14092
• Reingewertz, Y. (2016, July 19). Will leading by example help in mitigating climate
change? A comment on ‘the economics of leadership in climate change mitigation’ by
Gregor Schwerhoff. Climate Policy, 17(6), 814–816.
https://doi.org/10.1080/14693062.2016.1202097
40
• Liu, B., Xue, B., Meng, J., Chen, X., & Sun, T. (2020, June 8). How project
management practices lead to infrastructure sustainable success: an empirical study
based on goal-setting theory. Engineering, Construction and Architectural
Management, 27(10), 2797–2833. https://doi.org/10.1108/ecam-08-2019-0463
• Orsato, R. J., Barakat, S. R., & De Campos, J. G. F. (2017, October 2). Organizational
adaptation to climate change: learning to anticipate energy disruptions. International
Journal of Climate Change Strategies and Management; Emerald Publishing Limited.
https://doi.org/10.1108/ijccsm-09-2016-0146
• Rybnicek, R., Bergner, S., & Gutschelhofer, A. (2017, October 12). How individual
needs influence motivation effects: a neuroscientific study on McClelland’s need
theory. Review of Managerial Science, 13(2), 443–482.
https://doi.org/10.1007/s11846-017-0252-1
• Wang, Q., Hou, H., & Li, Z. (2022, June 3). Participative Leadership: A Literature
Review and Prospects for Future Research. Frontiers in Psychology, 13.
https://doi.org/10.3389/fpsyg.2022.924357
• Yue, C. A., Men, L. R., & Ferguson, M. A. (2019, September). Bridging
transformational leadership, transparent communication, and employee openness to
change: The mediating role of trust. Public Relations Review, 45(3), 101779.
https://doi.org/10.1016/j.pubrev.2019.04.012
41

Leadership-2a - Final

Uploaded by

Copyright:

Available Formats

Leadership-2a - Final

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Leadership-2a - Final

Uploaded by

Copyright:

Available Formats

Varun Parayil Anil Leadership futures 14466554

2A. LEADERSHIP FRAMEWORK

Subject: LB5241 Leadership Futures

In today's rapidly evolving global landscape, leadership is no longer confined to managing

2. Problematic Situations of Real World - Adapting to climate change

Table 1: The situation considered problematic in the real world

SNO Characteristics of wicked Trends: Adapting to a Changing Climate YES/NO

Table 2: Characteristics of the Wicked Trend

3. Leadership Challenges: Adap3ng to climate change.

Resource Constraints: Adapting to climate change often requires substantial financial,

Stakeholder Alignment: Climate adaptation efforts involve diverse stakeholders, including

4. SSM: Applying Compe3ng Values Framework (CVF) to the Megatrend

Adhocracy Culture (Create): A dynamic, entrepreneurial space valuing innovation, adaptability,

Clan Culture (Collaborate): A family-like environment emphasizing cohesion, teamwork, and

Hierarchy Culture (Control): A structured, formalized setting emphasizing procedures,

Market Culture (Compete): A results-driven landscape prioritizing goals, customer satisfaction,

4.1 Theme 1: Create (Adhocracy): Do things ﬁrst.

4.2 Theme 2: Compete (Market) – Do Things Fast

4.3 Theme 3: Control (Hierarchy) – Do Things Right

The multifaceted impacts of climate change present unprecedented challenges to organizations,

4.4 Theme 4: Collaborate (Clan) – Do Things Together

Open Communication Channels: Transparency is the foundation of trust. Establishing regular,

Collaborative Problem-Solving Workshops: Inviting diverse stakeholder groups to co-create

Joint Initiatives: Collaborative projects, be it with communities on ground-level adaptation

Feedback Loops: While disseminating information is vital, equally important is receiving

6. CATWOE Analysis & Root Definitions

Actors: Innovators, researchers, scientists, experimental teams, startups, technology developers,

Transformation: Transitioning from traditional market strategies to strategies that offer

Environmental constraints: Rapidly shifting market dynamics, evolving consumer preferences,

Customers: All stakeholders who rely on structured, predictable responses, including

Actors: Bureaucrats, administrators, regulatory bodies, standards agencies, institutional managers,

Transformation: Moving from potentially ad-hoc or non-systematic responses to climate impacts

Transformation: Transitioning from individual or fragmented efforts to unified, community-

Environmental constraints: Internal dynamics, potential for groupthink, resource constraints

7. Comparison of conceptual models and real world

(Details of conceptual model in Appendix )

Communication By listening to the

Conduction of Keeping track of

Adapting to Climate change is a leadership challenge of unprecedented scale. The implications of

Building Conceptual Models of Human Activity Systems

gain the maximum output (Rybnicek et al., 2017).

a decision so that employees can cooperate.

technologies could be innovated to address the global issue of climate change.

See figure below:-

Conceptual model for theme 1

See figure below:-

System thinking of design to change leadership behaviour for theme 1

Behaviour: Employees need to be cooperative and should contribute to the decision-making

the sooner the issue is resolved.

understand the need for change.

significantly contribute to protecting the environment.

Conceptual model for theme 3 (Above)

System thinking of design to change leadership behaviour for Theme 2

factors(Alrawahi et al.,2020). As such, making use of a robust information management system

potentially prevents employee dissatisfaction via reduced complexity.

from a wide range of sources regarding climate change adaptation.

otherwise, unmotivated employees can be a potential consequence.

to effective documentation and information process, hence meeting the needs.