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I think we have to notice that the business processes we use right now for thinking and planning and budgeting and strategy are all delivered on very tight agendas.
Margaret J Wheatley
3 Likes
3 Comments
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I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation.
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I think a major act of leadership right now, call it a radical act, is to create the places and processes so people can actually learn together, using our experiences.
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For me, this is a familiar image - people in the organization ready and willing to do good work, wanting to contribute their ideas, ready to take responsibility, and leaders holding them back, insisting that they wait for decisions or instructions.
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For example, I was discussing the use of email and how impersonal it can be, how people will now email someone across the room rather than go and talk to them. But I don't think this is laziness, I think it is a conscious decision people are making to save time.
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For eons, humans have struggled to find less destructive ways of living together.
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Everyone in a complex system has a slightly different interpretation. The more interpretations we gather, the easier it becomes to gain a sense of the whole.
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Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.
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Determination, energy, and courage appear spontaneously when we care deeply about something. We take risks that are unimaginable in any other context.
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