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FairlyRadical.com

Leading in a complex world (a collection)

Unseeing

By Naomi Stanford

“Over the last couple of weeks, I’ve been trying to notice when I am unseeing.  It’s hard, falling into the realms of the ‘known, unknowns’ and the ‘unknown unknowns’.   But it’s useful to practice as I’m wondering how much of organisational life we unsee and what effect that has on us.”

and

“As the unseeing scales drop so positive change starts to happen.   But the scales don’t just drop.  It more a question of consciously removing them and you find when you start the removal processes that the scales are more like onion layers – you have to keep peeling them off.”

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Mansplaining Feminist Leadership

By James Traeger

“One of the group said ‘feminist leadership doesn’t feel very inclusive – what about the men she manages?’ She looks directly at me, and I am, in that moment, completely thrown. I do not know what to say. As my brain whirrs, a reflexive angel on my shoulder is amused to notice the irony of being silenced in this way. Like women are, I imagine, in so many settings?”

and

“You see I don’t think that it is a denial of inclusivity for a woman to say she is a feminist leader. I see it as a challenge to unequal power. I see the possibility of feminist leadership as one of creating a more inclusive culture. ”

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Researching ‘transformational change’

By Chris Mowles

“I suspect the research has been commissioned on the understanding that transformational change is something which senior managers choose, and can, to a degree control.”

And

“How did they understand transformation?

This last question caused the most consternation, even if they had pre-identified their own projects as transformational: most of our respondents stuttered and stumbled.”

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Doubt, uncertainty and vulnerability in leadership: using fiction to enable reflection and voice

By Rob Warwick

“In other words, to acknowledge the anxiety of strategy and policy formation that manifests itself in overly rigid controls and simplification in communication, yet to recognise the practical skill and wisdom of those on the frontline. This is not a case of either/or, but awareness of the importance of both to each other. Situations in which we find ourselves are rarely clear-cut; there are tensions and competing priorities that require an holistic understanding so as to make the next plausible choice… ”

and

“Each time I have watched the play [The Tempest] I remember feeling a sense of immediacy at this point and slight discomfort; I was no longer a viewer but a player and part of the power relations, albeit in imagination. My sense of immediacy has been arrived at from a developing relationship with the characters; I care for some, dislike others, and am puzzled by several. ”

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Pragmatic Strategy

By Ikujiro Nonaka and Zhichang Zhu

“The Chinese kanji character 知 (know) is composed of an 矢 (arrow) which means to direct and command, and a 口 (mouth) which means to express and communicate. Hence, ‘know’ does not simply mean, as usually translated into English, to discover or comprehend a pre-given reality; it denotes coming to realise, make present, actualise a world. Knowledge is the process of experiencing and changing life conditions. The ‘product’ of this process is less about the nature of things –‘what is it?’ than about appropriate action –‘what is to be done?’”

And

“Pragmatic strategy is the purposeful accomplishment of idealistic, informed, disciplined experimentations.”

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Digital and Face to Face Conversation: The Emerging Skill Set

By Paul Levy

“Conversation doesn’t happen when two people just advocate. Advocating is what we do when we tell, when we assert, when we ‘put out.’ The digital realm is designed for us to mostly advocate. We press enter and our text is advocated. We send a photo and we are pushing that photo at someone. Emails, tweets, smileys and likes are all acts of putting out, of advocating. It’s all push.”

and

“Conversation builds out of the raw material of shared inquiry. Occasionally we may advocate, but even then , we do that in order to serve and enhance the quality of the conversation. Sometimes we put out, we advocate, especially when inquiry helps us reach more or less temporary conclusions about something. In a high quality conversation, that occasional advocacy fuels further inquiry.”

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Creating conditions so that all voices can be heard

By Rowena Davis

“What helps us open to differences?

So how do we interrupt or at least catch our automatic Flight/Fight response before it gets entrenched and costs us dearly? From many perspectives – including Systems-Centered Theory, complex responsive processes, dialogue and Positive Psychology – how we talk to each other (and ourselves) is key.”

And

“Part of opening up to difference involves slowing down enough so that our autonomic response is interrupted sooner rather than later. For facilitators, it means a commitment to notice and work with our own triggers around difference, so we can be more open to them. For leaders in organisations and in communities, it means an awareness that this is not easy and that we need to shift behaviours.”

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10 much-needed shifts in the way we think and talk about leadership

By Chris Rodgers

“Leadership would be recognized as an emergent property of people interacting together, not as an elite practice confined to those at the top of organizations (and of society more generally).”

And

“The search for, and expectancy of, certainty and predictability would have been replaced by the valuing and practice of curiosity.”

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Reframing accountability in organizational practice

By Chris Rodgers:

“Whatever happens in practice, then, (whether ‘good, ‘bad’, or ‘indifferent’) is not determined by formally designed structures and accountability systems. It emerges instead from the widespread interplay of myriad local interactions.”

and

“It’s in the detail of people’s moment-to-moment exchanges that organization is enacted and ‘outcomes’ emerge. Managers would therefore do well to direct their attention towards the quality of people’s participation in this ongoing interactional process.”

Read more …

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