A633.9.3.RB
- Polyarchy Reflections
Most
leadership models have the assumption of oligarchy – leadership is done by a
few leaders over many followers. If polyarchy is fast replacing the old
oligarchy assumptions does this make these old leadership models
redundant?
I
wouldn't necessarily classify them as being no longer needed because these
models have been the foundation for leadership for many years. Oligarchy does
in fact work, it's just no longer efficient in today's complex environment. To
apply Polyarchy effectively, one must first understand the necessity for its
creation. Traditional models are generally accepted in broader terms, and are probably
easier to initially understand. Therefore, if an organization is in their conception
phase then a traditional model initially might make it easier to get things
going. Polarchy takes time to develop, and is constantly changing. There are
facets of Polarchy and CAL that can be applied to any organizations style and
have positive effects. The more you get to know your culture, the easier it is
to push and pull when needed.
Reflecting
on traditional leadership from the perspective of complex adaptive leadership,
address the implications and how they will affect you as a leader in the
future.
I
definitely know that I need to let-go more, and in fact I do, but it's painstakingly
hard at times because of how inefficient some subordinates are. It does take
time for coaching to start working and the process overall will streamline
faster, it just takes a lot of effort from the collective to get up to the
level of followership that is necessary for Polyarchy to thrive. Not only do I
need to let go, but influencing other leaders to let go helps build a culture
that really supports CAL. To get everybody on board and sell the concept,
individuals at the strategic level need to help influence the masses in order
to motivate the will of change. Without the proper motivation, morale will
start to diminish and the transformation will be rather painful and hugely
inefficient. I think another great way to get all parties involved is to have
offsite work groups where Polyarchy can be practiced using curriculum that
focuses on enjoyable activities. This removes the stress in business dynamics,
and allows the focus to be on the process.
Use
all you have learned as well as the 70–20–10 approach. What impact will
all of this have on your future strategy?
If
my current job would allow time to explore tangential projects or something
completely new, I'd be all in. This can happen at some points in time for
military organizations, but since our current operational tempo is so rapid,
unfortunately we are missing out on some of the creative processes that the
20-10 side of the picture could reveal. Segers (2012) states that "leadership development should move beyond the 70:20:10
rule, and into evidence based leadership development. It seems that
individuals, organizations, and societies need it today more than ever."
He's an advocate for the focus on formal leadership training as the primary
means for learning. Another advocate for this view is Tacy
M. Byham, PhD, CEO of Development Dimensions International (DDI) and states
that
"Similarly, it is far better to set our new
leaders up for success in their skill development (such as selling or coaching)
with formal learning than to let them learn by trial-and-error. Indeed, as
Alfred E. Neuman said, “The problem with learning from experience is that you
always get the test before the lesson. Hence, DDI’s take on this development
philosophy is that of 10:20:70."
I thought this to be an interesting side
of the 70-20-10 perspective but not sure I'm all in for the process. I think
the best mantra to have is to be adaptive and create a culture that is focal on
what the situation demands.
References
Byham, T. (2015). Is 70:20:10 relevant today? Retrieved from https://www.td.org/insights/is-70-20-10-relevant-today-part-2
Obolensky, M. N. (2014). Complex Adaptive
Leadership, 2nd Edition. [Bookshelf Online]. Retrieved from
https://bookshelf.vitalsource.com/#/books/9781472447937/
Segers, J. (2012). The problem with the 70:20:10 rule in leadership development.
Retrieved from https://thefutureleadershipinitiative.wordpress.com/2012/08/04/the-problem-with-the-702010-rule-in-leadership-development/
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