Tags: leadership

me

The Development of the Individual and the Movement of a Community Occur Simultaneously

People (holons) collecting together pull the overall development of all persons within that collective up to where the ‘norm’ is. (Or in not so ideal cases, pulls them down.) The communal aspect of a person (a holon) is intrinsic to the evolutionary drive. It could be said that it is a determinant of the directionality of evolution itself.

If we allow for the emergence of integral in the collective, and let that grow, it would eventually become bigger than what is dominant now, and actually ‘pull’ others into integral. [‘grabs you by the neck and pulls you to that level’ KW in KC.] Both movement (or evolutionary drive), and the development of holons go hand in hand; they occur simultaneously. So if we desire to see integral succeed, (i.e. we want movement) then the people (holons) need to be given room to grow.

There is another aspect of community development that is also equally important but may be difficult to understand, which is leadership. I believe addressing leadership gets at the heart of integral organizational development. (Unlike the crap presented at IOL by applying the quadrants to (non-existent) social holons.)

There are three aspects to organizational or community development. The individual holons, the container for the collection of holons, and the leadership. All three have an influence on how the organization develops. The individual holons need to be developed individually (ILP), the container needs to be healthy (good systems/processes, adequate functions, etc.), and the leaders need tools to help along the other two.

WHO ARE THE LEADERS?
There are persons (holons) that are (or either naturally become) the ‘hubs’ or leaders of their community. These people must be given attention, and an extra set of tools to navigate new terrain as movement occurs. Perhaps we can also determine the hubs and nodes of the community by looking at the relationships between the holons and plotting those. The individuals that have not only the most number of connection, but also the most influential connections are the hubs.
me

some notes on coaching / consulting

Fundamental or foundational questions:
Where are you? Where do you want to be? Are you clear about what you want? If not, get clear. How do you get there? What do you need to shift? The coach: You and I are partners, and how do we close this gap towards the future?

A coach says, "When I'm talking to a client, I take notes. Either if it sounds relevant to me, or I think it's relevant to them. A lot of times based on their language alone, helping them observe that is powerful. Helping people notice things."

Coaching is forward looking, and psychotherapy is looking at the past. (generally speaking)

Some old thoughts (addressed to a coach):
In your careful balancing of challenge/support, is this entirely your intuitve process, or is it augmented by some setup designed process? And if there isn't, have you thought about designing a process to stimulate, and nurture growth in participatory groups the way you do with people in private? Like I'm wondering how does this play out in culture? In the public or social sphere? Getting support, practice, and challenge as individuals does not necessarily help the maturity of the culture or organization.

The map is not the territory. So we desperately need some good navigators! You help others with navigating the terrain. You steer or help align people to their natural course for healthy development (Kegan has some stuff on this). Ken's work, and most of the stuff that I'm aware of of, is a frozen static representation of development, a snap shot at every altitude, and horizon. This map is useful only up to a certain point. It's only the preliminary work, and it's just the beginning. What you're doing on the other hand, is seeing and exploring the spaces, the gaps, the edges between the stages.
me

don't be scared of your edge

"I know, I know. You're afraid of making mistakes. Don't be. Mistakes can be profited by. Man, when I was younger I shoved my ignorance in people's faces. They beat me with sticks. By the time I was forty my blunt instrument had been honed to a fine cutting point for me. If you hide your ignorance, no one will hit you and you'll never learn." (Ray Bradbury, Fahrenheit 451)

Instinct tells you to hide your ignorance. But this only stunts your growth. It inhibits practice. Do not hide your ignorance. Invite the opportunity to be on your edge when you rest in the unknown. Think of it as an easy way to practice vulnerability.

Certainly, there are times when I would rather die than admit I don't know something. It can be embarassing. Conquer your fear of ignorance. Know that you are safe in your ignorance. When you are transparent about not knowing, you are free to move. You can try new ideas. Experiment! Think outside the box. Innovate. Your creativity comes out to play in the unknown. Ignorance can also be your greatest leadership tool. It helps you stay honest and relate to others with integrity. It can help build your relationships and your reputation. It keeps you humble and it puts you in a place of learning.
me

change this!

a quote from one of the latest manifestos on Change This!

"A billion (or so) Chinese knock at (pound on) our door. A foreign-owned factory is opened in China every … 26 minutes! A foreign-owned R&D laboratory is opened in China every … 43 hours! The Chinese are making baseball hats … and luxury yachts … and discovering the new drugs that will save our lives … while also, certainly, making this the Opening Gong of the “Asian Century. Keep moving West. Some 70 companies have achieved the highest quality certification in software design, according to the gold-standard measure provided by the Carnegie Mellon Software Institute. Thirty-five of those companies come from … India! Those of us who are not Indian or Chinese—and, to be sure, the Indians and Chinese themselves—are scrambling. Trying … almost desperately … to find New Bases for Adding Value, separating oneself from the herd-horde. And more’s to come. Each day, it seems, brings headlines like this one from the McKinsey Quarterly: “Asia’s Next Export: Innovation.”* (*Go to your closest Borders or B&N … betcha can’t find a single book on how to run an R&D Lab. Does that seem as odd to you as it does to me?)”