John Wenger has written on the issue of leadership and systems thinking asking some pointed questions about how leaders can prop up a dysfunctional system inadvertently and how they can also actively serve as agents of change within it. This is the sort of discussions that more leadership training programs and systems thinkers in general could benefit to make the intangible nature of systems real.
Business leaders: when I use the word “culture”, do you screw up your face and say “Love and peace, man”? I’m no aging hippie; in any case, I was born 10 years too late to be part of that movement. Business culture is no wiffly-waffly discretionary add-on. It’s central to effectiveness and business improvement. I do admit a fondness for better communication, greater self-awareness, lots more empathy and way less fear in the workplace (man), but this comes out of a firmly held view that there is huge scope for workplaces to be more humanised, which will have a huge impact on effectiveness. I also have a firmly held view that a real leader is one who seeks to steward the business culture; not find things to measure so they can prove how useless people are. My thinking about “culture” comes out of the intellectual rigour that is Systems Thinking.
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