Comment on Whale Rider & Systematic Leadership: Enriching the Meaning of our Work article
I found it interesting after watching the Whale Rider and reading Systematic Leadership: Enriching the Meaning of our Work the number of interesting dynamics of leadership and change that it reflected. Honestly, I don’t believe that if I had watched the movie without the prompt of the article I would have viewed it from the same perspective. Keeping in mind that some may not have seen the movie I will not go into great detail. I would like to comment however on a few key points that I found interesting. One of what I found to be a subtle ‘yeast’ influence was the relationship between Uncle Rawiri and Paikea. I feel he was nurturing and when the right conditions came about (Paikea asking for his help in mastering the Taiaha) this gave her the strength and knowledge to continue on her journey. Also, how Paikea felt that she was ‘breaking’ the line of the ‘old’ yet the symbolism of her mending the rope by tying the knot in the rope used to start the engine. Additionally, the change and struggle that cultures endure to hold onto ‘traditional’ beliefs and customs in more ‘modern’ times.
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The Allen and Cherrey third chapter, "New Ways of Influencing Change," (in Systemic Leadership: Enriching the Meaning of our Work) provided the aha moment I have been anticipating. Their discussion of the shifting dynamics of change addresses the impact that the internet and the capacity for nearly instant communication across networks has had on leadership. They state, "...connectivity increases a sense of urgency or accelerates the need for an immediate response." (page 44) For humans to react with the speed of light, we need distributed competency available at the same speed. But do we really NEED everything coming at us that quickly? What filters do we choose that will provide the support structure needed to make meaningful, nimble changes part of our daily life?
Table 3.2 (page 49), describing three approaches to change, puts it all into focus for me in a way that I can recall and apply:
Making Change (top-down, predictable, controlled change based on shared mission statement). We all know this paradigm and it has its place. The decision may be quick, the but implementation is generally tedious and often incomplete.
Surviving Change (scanning environment for threats, crisis management, surviving but exhausted.) This strikes me as a battlefield, defensive posture and not forward-thinking enough to get anywhere but burned out.
Organic Change (OK - not parallel structure in their gerunds but I will let that go. I would have used Growing Change.) (influencing the system through nudges from a variety of points across a network, seeing change as a flow, perpetual innovation and learning). YES! This is what I need more of in my work and personal relationships. This is the shared leadership vision that can incorporate many innovations, many right answers, many solutions to an ever shifting reality. I resonate with this vision, they have my attention. I know I will be referring back to this chapter often during the next several weeks as my signpost.
Posted by: NanJahnke | January 28, 2008 01:11 PM