LeaderW@RE

LeaderW@RE 
Capability: Part 10 – Summary


Summary

I want to begin this summary with this idea from:

journal.emergentpublications.com/article/complexity-science-a-worldview-shift/

Perhaps the most useful mental model for thinking about the [Traditional WorldView]TWV and [Emerging WorldView] EWV is that of a polarity (Johnson, 1992). Polarities are sets of opposites that cannot function well independently. 

The two sides of a polarity are interdependent
, so one side cannot be “right” or the “solution” at the expense of the other. Johnson contends that “many of the current trends in business and industry are polarities to manage, not problems to solve” (p. xi). 

An example of a polarity in worldview is that, rather than replacing yang dominance with yin dominance, the EWV includes a balance of yin and yang, not subordinating the yang.

Likewise, the example provided earlier suggests that indeterminism and determinism form a polarity. The question of behavior emerging from the bottom up or being imposed from the top down form a polarity. Each side of the pole has upsides and downsides. A [recursive] “figure 8” pattern often develops between the upsides and downsides of the two assumptions.

People often identify the downside pole as the “problem” and therefore want to abandon it. The upside of the opposite pole is seen as the “solution.” When one pole has been emphasized for too long, the result is the downside of both poles.


In the final line in the preceding paragraph, the description parallels the ideas of CAPABILITY DYNAMICS. Our development is often moving between the polarities of how we were, and how things… or we are. And while there is a negating response to that which has gone before, it is the idea to honor our past development – weaving it into the our development now, near and far.


LeaderWARE are tools!

In Capability, we discovered that there are a number of tools that we can use to create a dialogue with self and others, to promote self-knowledge>>self-awareness while understanding how to leverage our TALENT, create “enabling” AFFECT and to move among SENSEMAKING opportunities.

As we move into a necessary discussion of BIAS DYNAMICS, we are cognizant of the many ways in which leaders are challenged in VUCA conditions and why it is critical to understand the “horse” that you ride.

“In The Fifth Discipline, Peter Senge (1990) includes mental modeling as one of the five disciplines. He suggests that people must be able to surface mental models by sharing the assumptions they make in a situation. This task is not trivial. Most mental models are so deeply imbedded that people do not even realize they are simply models; we believe that they are reality.” – Eric B. Dent


Uncovering these mental models and why they serve us and how they serve us or fail in service to us as postmodern leaders is the meta-goal of BIAS DYNAMICS, our next discussion. Stay tuned!




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You, Me, and We @F-L-O-W

Mike R. Jay is a developmentalist utilizing consulting, coaching, mentoring and advising as methods to offer developmental scaffolding for aspiring leaders who are interested in being, doing, having, becoming, and contributing… to helping people have lives.


Mike R. Jay
Leadership University


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