the culture to understand the organization.”
Edgar Schein
We all live and work in a complex world made up of complex systems. Everyday we and those around us choose to act in certain ways, and our behavior creates recognizable patterns. These patterns – emerging from the actions, connections and relationships that have meaning across space and time – create culture.
In defining culture, we say that it is the personality of a community, organization or group. It is comprised of the assumptions, values, norms and artifacts of its members and their behaviors. At times culture may be difficult to express, but everyone knows it when they see it and sense it. You can tell the culture of an organization by looking at how the furniture is arranged, what folks brag about, how people are dressed and the rituals that are maintained.
Culture is learned and it provides a reinforcing template shaping what we do and how we think. With this in mind, we have a responsibility to examine and question these templates, keeping an eye out for three potential traps. These are: “isms,” Social Construction and Cultural Programming. All can color our assumptions and alter our perceptions.
We look around and see isms wherever we go. They are doctrine, ideology or theories that categorize individuals and groups. Isms are based upon human qualities that are often different from our own and outside the groups to which we belong; they are, however, present in others. Isms such as racism, ageism or any otherism are sustained by inference, belief, bias, generalizations, habit, ignorance, simplification, stereotypes and tradition. Isms often create particular, unrealistic or negative expectations. For example, when Carol went car shopping, her brother, Teddy, tagged along. The salesman was told Carol was the buyer, but kept addressing himself to Teddy, even to the point of asking, “What color car is she looking for?”
Social construction creates a standard or defines a principle believed to be fact that has been developed or “constructed” through social practice. This truth appears to be natural, or the way things are, but can, in fact, be based simply upon history, repetition or habit. For example, a woman is not (educated, intelligent, strong, agile, tough) enough to be a (commander, cardiac surgeon, electrician, financial analyst, CEO).
Finally, there is cultural programming. Because of what we “know,” either implicitly or explicitly, we do not just observe a behavior, event or situation; we also attach meaning to it and then act based upon that meaning. Our interpretation of an action or interaction therefore includes an evaluative or judgmental component. The danger lies in the potential for misinterpretation. For example, you are from a different part of the country than I. The first time we meet, I make a rash of judgments about you based exclusively on where you were born and your accent.
Notwithstanding these hazards, there is good news here. Complex adaptive systems are collections of individuals who act in a variety of predictable and unpredictable ways and whose actions are interconnected. We are all members of these organizations, communities and other systems. Our actions create the potential to make a difference and with each and every movement, we can transform the system.
The tools we need are simple: looking inside ourselves for self-awareness and self-acknowledgement; conscious reflection that leads to action and resolve; and reaching out to others in cooperation and collaboration. Those, in combination with respect, fairness and balance, will allow us to act. That is, to do our jobs – to facilitate, motivate, negotiate, initiate, communicate, mitigate, innovate, and lead – and to do it well.
The Nature of Complex Adaptive Systems
Remember, we have the power to influence the systems of which we are part – and alter the culture.
What is the culture you would like to create in your organization?
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Defining Leadership
“First say to yourself what you would be; and then do what you have to do.”
Epictetus
There is a wide body of literature that explores and expounds on the nature of leadership. These include an array of social, political, professional and personal contexts, and each of us can name numerous famous, as well as infamous, examples. Within every definition of leadership – whether you ascribe to the “learned” or “born with” school of thought – are common denominators. We can easily list those, too.
To me, leadership is personal: not only how I choose to describe and model those qualities and feats, but also what is important to me. It is not enough to say a leader provides vision and purpose; what does that mean for those around her? The parameters for leadership always include the implications for others.
Not too long ago, during a time of transition, I brought a group of senior managers together to talk about leadership. The corporate officers were asked to identify what leadership meant to them, particularly in terms of managing their organization.
The following is a broad list of what the group came up with.
•Provides vision and purpose
•Maintains visibility
•Is comfortable asking for help
•Shares control and authority
•Sets high standards and expectations
•Recognizes and honors the achievements of others
•Invests in people and supports staff with kindness, respect and fairness
•Sets a good example
•Has the right people by his or her side
•Creates the organizational culture
•Makes decisions
•Pursues ongoing learning and growth, challenging people to stretch
•Pulls people together
•Communicates effectively
•Demonstrates passion and dedication
•Recognizes and understands the big picture
•Exemplifies responsibility, accountability, honesty and personal integrity
•Contributes to corporate growth, success and the accomplishment of excellence
It is a long and impressive list. Each characteristic is worthy of being an aspiration, complementing and supplementing the others. I know which are the most important to me.
But before you decide on the most significant for you, think about the following. What “contains” your image of leadership? What characterizes the difference that makes a difference to you in being a leader? What do you believe is critical in your connections to others for leading? Lastly, what patterns do you see and what then emerges for you from you own life experiences and reflection when you think about strength and vision?
