What is the difference between adaptive leadership and technical leadership?

We will next focus on the bottom of the Triangle – Leadership. Volumes have been written about the importance of leadership and the many traits needed by leaders to make change, support staff, and sustain outcomes. The use of the Leadership Driver in the context of active implementation focuses on leadership approaches related to transforming systems and creating change.

Definition

Different Challenges Call for Different Strategies

Ron Heifetz and his colleagues at Harvard’s Kennedy School of Government identify the importance of technical and adaptive leadership strategies. He says that one of the biggest mistakes leaders make is incorrectly identifying the type of challenge they are facing.

Technical Challenges

Technical challenges are those characterized by pretty clear agreement on a definition of the dimensions of the problem at hand. And there is agreement that the problem would be defined similarly by the groups impacted by it and engaged in addressing it. Technical problems also have clearer pathways to solutions. That is, we can be reasonably certain that given the agreed upon problem and the dimension of the problem, if we engage in a relevant set of activities we will arrive at a solution – not necessarily quickly or easily but the challenge and path to a solution are largely known. Technical challenges can be managed. The leader can form a team, make a plan, make decisions, hold people accountable and execute the solution.

This does not mean that technical challenges are easy nor does it mean that there won’t be adjustments to the plan.

Technical Strategies

Technical challenges respond well to a more traditional management approach where problems are defined, solutions are generated, resources are garnered and tasks are assigned, managed, and monitored. A leader guides the overall process and is more “in charge.”

Adaptive Challenges

Adaptive challenges aren’t “solved” through traditional management approaches, because adaptive challenges involve legitimate, yet competing, perspectives — different views of the problem and different perspectives on what might constitute a viable solution.

In this case, the definition of the problem is much less clear, and the perspectives on the “issue” at hand differ among stakeholders.

Viable solutions and implementation pathways are unclear and defining a pathway for the solution requires learning by all. This “all” means that the primary locus of responsibility is not a single entity or person.

These types of challenges require a different type of leadership and often require leadership at many levels.

Adaptive Strategies

Ron Heifetz identifies six broad strategies for addressing adaptive challenges. 1

1. Getting on the balcony - Stepping out of the fray to see the key patterns and the bigger picture. Leaders also need to recognize the patterns of work avoidance and the potential for conflict.
2. Identifying the adaptive challenge - Putting the unspoken issues out on the table. It also involves recognizing the challenges to and uncomfortable changes that may be required in values, practices and relationships.
3. Regulating distress - Creating a safe environment for challenges to be discussed, and creating a space for diversity of opinion, experiences, and values as well as the opportunity to challenge assumptions. Stress is accepted, tolerated, and regulated by the leader.
4. Maintaining disciplined attention - Being aware of patterns of behavior that indicate that there is a purposeful or unconscious attempt to avoid disturbing or difficult issues. These patterns and behaviors can show up as scapegoating or blaming others; denying that the problem exists or is truly problematic; or diverting attention by focusing on technical issues.
5. Giving the work world back - Creating conditions that help people take greater responsibility for the work of change, including defining and solving the problems. The leader supports staff rather than directing or controlling them. Giving the work back to the people also requires instilling and expressing confidence in others so that they will take risks, and backing them up when they make mistakes.
6. Protecting all voices - Relying on others to raise questions about adaptive challenges and provide support and protection for employees who identify internal conflicts in the organization. This includes providing a legitimate space for those who constructively disagree.

2. Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership. Boston, MA: Harvard Business Press. Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134.

In their classic HBR article A Survival Guide for Leaders, Ronald A Heifetz and Marty Linksy illustrate the difference between technical and adaptive change as follows:

When your car has problems you go to a mechanic. Most of the time, the mechanic can fix the car. But if your car troubles stem from the way a family member drives, the problems are likely to recur. Treating the problems as purely technical ones … masks the real issues.

Addressing the real issues in this example means figuring out who in the family is causing the problem and what to do about it.

The example is a good one because on the surface it’s easier to just keep on taking the car to the mechanic. Who wants to take the time to figure out who’s driving how, and then there’s probably an awkward conversation to be had with grandma about her driving.

But avoiding the real issues means the problem will continue, with potentially catastrophic results i.e. grandma driving off a cliff.

In organizations, it’s important to be able to distinguish between technical problems and adaptive ones. Technical problems can be solved by applying existing solutions. Adaptive problems require new, creative solutions. And because there’s greater personal risk to a leader implementing new and creative solutions, leaders are often biased toward interpreting adaptive problems as technical ones.

So how to distinguish between technical and adaptive problems?

1) How clear is the problem definition

If you can clearly define the problem, chances are there's at least a technical component. If the problem is so large, complex or amorphous that it can't be easily defined, then it’s likely an adaptive problem.

2) Is there a solution

If there’s a solution, it’s a technical problem. Even if that solution costs a lot of money or requires a great deal of expertise. If no solution currently exists, then it could still be a technical problem with an adaptive component – a new technology needs to be developed, for instance, but you have a pretty good idea of what the technology will look like and how to build it. If no solution currently exists and the only way to get to a solution is to draw on the creative problem-solving of your team, then it’s likely an adaptive challenge.

Leading adaptive change is fraught with risk because it’s inherently disruptive of the status quo, and rarely do people embrace change, especially when the solution is unproven.

Heifetz and Linsky provide a number of recommendations to leaders spearheading adaptive change.

1) Operate in and above the fray

Leaders need to be both directly engaged with their team, and stepping back to see the larger picture. Heifetz and Linsky term this ‘moving from the dance floor to the balcony.’

2) Court the uncommitted

In any change initiative there are resistors. Either get them on your side, or get them to leave, otherwise they’ll sabotage your change efforts and it will be you who pays the price.

3) Cook the conflict

Hidden conflicts need to be exposed, but not to the point that things become ugly. Leaders of adaptive change need to be masterful at raising and cooling the emotional temperature between team members so tensions are raised but not to the point that they boil over into destructive turmoil.

4) Place the work where it belongs

It is tempting to be the hero and resolve conflicts among team members. Don’t. Let your team members resolve their own conflicts, so you’re not in the firing line when new conflicts arise.

5) Manage yourself

Leading adaptive change is almost always stressful. Anchor yourself in daily habits that are stress-relieving. Run, swim, meditate, talk with a confidante.

More and more, organizational leaders are called upon to lead adaptive change. If you distinguish clearly between adaptive and technical change, and manage adaptive change well, your chances of succeeding over the long term go up considerably.

New Distinctions That Matter are posted most Tuesdays.

Distinctions are the building blocks of thought; thoughts are the building blocks of the future.

About the author

Julian Humphreys is an executive coach working with entrepreneurs, business owners and senior leaders on leadership effectiveness. For more information, visit julianhumphreys.com.

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