Sometimes, as a leader, it seems that all you need is an opportunity to verbalise what you are thinking. As you do so, whatever it was that was bothering you begins to make a different sort of sense. Increasingly, though, leaders don’t have people in their organisation with whom they can have this sort of …
Does too much structure get in the way of coordination? Are there structures (practices) that enable coordination? What can a work group do to better understand the coordination required to get their work done?
I have been thinking and writing about shifts in the way I go about my work. This is part of trying to understand how leaders and managers can develop a different kind of resourcefulness as they work within ongoing processes and emerging situations.
Increasingly new practices are emerging that enable leaders and managers and those who work with them such as coaches, facilitators and consultants to access multiple ways of knowing, operate effectively from within emerging situations and juggle the constraints, possibilities, motivations and interests.
“Man is a little germ, that lives on an unimportant rock ball, that revolves around an insignificant star, on the outer edges of one of the smaller galaxies. But on the other hand, if you think about that for a few minutes, I am absolutely amazed to discover myself on this rock ball rotating around a spherical fire. It’s a very odd situation.”