Tipu Ake - A radical
leadership model
for growing living organisations and communities
How is Tipu Ake different?
The Tipu Ake Lifecycle is a holistic leadership
framework that encompasses and adds new meaning to a
whole range of conventional management thinking and
tools.
1. Most management thinking takes a Newtonian "machine
like" view of organisations. The Tipu Ake view
is that of a Living Organisation comprising living
components all interdependent and striving together
to grow a future in our real world living environment
with all its complexity, ambiguity and apparent
chaos.
2. Many improvement models take a process
view of an organisation and describe how projects
and teams fit in to it. Tipu Ake is a behavioural
model that concentrates on the organisational, team
and leadership behaviours that build capability and
thus drive success.
3. Most current management thinking
is highly analytical and fits within the Tipu Ake
Process (middle) level. Tipu Ake surrounds this with
other levels that rely on Leadership. The three levels
below support innovation, leadership and teamwork,
whilst the three above provide collective sensibility
checking (common sense), wisdom accumulation and the
vision of wellbeing that is aimed for.
4. Whilst most models take a linear
process path towards the objectives they seek, Tipu
Ake's uniqueness is that it is organic. It is a cyclic
model that recognises that it is often necessary to
cycle back and reinforce in order to move further
forward.
5. Many organisations are preoccupied
with the concept of the "The Leader" who
gives it a vision and structure. By comparison, Tipu
Ake focuses on "Leadership" - This is what
moves the organisation forward, and it works best
when shared so anyone can contribute it.
For more information go to the Tipu
Ake Home Page:
Comparison with other Management Models:
The downloadable Tipu Ake Model document has views that
describes where many other models fit in, including
many of the following:
Chaos Theory 12, Capability Maturity Modeling
( eg Software Engineering Institute's (SEI) CMM) 1,
PMI's Project Management Body of Knowledge (PMBOK) and
Organisational Project Management Maturity Model (OPM3)
7, Baldridge and NZ Business Excellence Award Criteria
3, Project Leadership, Management by Objectives, Business
for Social Responsibility 13, Business for Sustainable
Development 14, Triple Bottom Line 13, TQM, Deming's
PDCA Quality Wheel, Situational Leadership 4, Contingency
Leadership 5, Inspirational, Motivational orTransformational
vs Transactional Leadership, Balanced Scorecard 2, Belbin's
Team Roles 6, Maslow's Hierarchy of Needs, Covey's Seven
Habits 11, Hertzburg's Hygene and Motivation Factors,
Innovation, Opportunity and Entreprenourship 9, Organic
models and indigenous thinking, Geert Hofstede's Cultural
Dimension 10, Complexity Theory 15, Extremophile response
16. The Natural Step and Interface Inc process - Sustainability
Models Click for
story 17, Biomimicry 18, Living Organisations (Margaret
Wheatley) and others 19, Autopoesis 20, Systems Thinking
21
References
and website links:
1 (SM) Capability Maturity
Model is a service mark of the Carnegie Melon University
www.sei.com ® CMM is a registered trademark
2 The Balanced Scorecard was developed by Dr Robert
Caplin and Dr David Norton at Harvard University. http://www.bscol.com
3 The NZ NZ Business Excellence Foundation awards follow
the Baldridge Criteria and are run by the www.nzbef.org.nz
4 Situational Management by Ken Blanchard www.kenblanchardcompanies.com
5 Contingency Model of Management by Fred Fielder www.leadershipdirect.com/situational_leadership.html
6 Belbin Team Roles is a registered trade mark of Belbin
and Associates, Cambridge, England www.belbin.com
7 The Project Management Institute "Building Professionalism
in Project Management" www.pmi.com www.pmi.nz.com.
PMI, PMBOK and OPM3 are its registered trade marks.
8 W Edward Deming founded the Deming Institute www.deming.com
9 Peter Drucker "Innovation and Entrepreneurship"
Heinemann ISBN 0434904082 http://www.pfdf.org
10 Geert Hofstede "Organisations and Culture"
http://cwis.kub.nl/~fsw_2/iric/hofstede/index.htm
11 Franklin-Covey Website http://www.franklincovey.com/
12 Chaos theory website http://library.thinkquest.org/3120/
13 Business for Social Responsibility (NZ) www.bsr.org.nz
14 NZ Business Council for Sustainable Development (NZ)
www.nzbcsd.org.nz
15 Plexus Institute "From
Lifecycle to Ecocycle - renewal via destruction and
encouraging diversity" http://www.plexusinstitute.com/edgeware/archive/think/main_aides9.html
16 Extremophile Response by Eileen Clegg; http://www.human-landscaping.com/clegg/thrive.html
17 The Natural Step - www.naturalstep.org;
www.interfacesustainability.com
18 Biomimicry - studies nature's models and then imitates
or takes inspiration from these designs Janine Benyus
http://www.biomimicry.net/intro.html
19 Living Organisations - Margaret Wheatley, Berkana
Institute and others http://www.berkana.org/index.htm
20 Autopeosis - the interconnectedness of self maintaining
life http://www.christianhubert.com/hypertext/Autopoesis.htm
21 Systems thinking - Fritjof Capra www.ecoliteracy.org Gene Bellinger's website http://www.systems-thinking.org/t
See also supporting
stories and links
to other organisation's websites that compliment Tipu
Ake
|
