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At 10:55 AM 2/22/01 +0100, Uwe wrote:<br>
<blockquote type=cite class=cite cite>Dear Peggy,<br>
<br>
your observation points to the core of our challenge. I like to comment
in<br>
particular to the following part of it:<br>
<br>
"As long as people believe that change requires active involvement
from the top,<br>
this is true.<br>
<br>
It is self-fulfilling because those not at the top have either
consciously<br>
or unconsciously given away their power to have an impact. And
those at the<br>
top either consciously or unconsciously accept that power as theirs to
wield<br>
as they see fit."<br>
<br>
In my view your are also pointing to an even deeper level, which is
rooted in<br>
our desire to be safe and taken care of. I'm becoming more aware lately
that<br>
those who follow not only "suffer" but in a strange way also
gain. What is<br>
gained might be perceived as security or being taken care of. We might
consider<br>
that "growing up", i.e. taking care of ourselves with integrity
and full<br>
responsibility is a process that requires much energy and courage. By
playing<br>
the role of "following" we relinguish this responsibility to
someone else. Much<br>
like having surrogate parents. During my coaching education at New
Ventures West<br>
I came across an excerpt from A.H.Almaas, Diamond Heart, chapter One -
Growing<br>
Up. For those interested, it makes the point very clear. So for me the
questions<br>
expands into: How much do we really want to grow up? And, what would this
really<br>
mean for our societies?<br>
<br>
My emerging view is that the leader/follower conversation in terms
of<br>
polarization leads into a dead end. We need both, leaders and
followers<br>
interacting more like in a dance. In my view it is the diversity of a
group and<br>
the absolute adherence to the principle that no one is "better or
worse",<br>
"higher or lower" just because of the capabilities he or she
brings to the<br>
group. This I believe is the second great obstacle for all - we want to
be seen<br>
as someone special but we do not want that "specialness" to
seperate us.</blockquote><br>
There is no question (to my mind) that the dance of life in
organizations absolutely requires Leadership and Followership. Things get
stuck and space closes, however, when the mantle of leadership is allowed
to rest on only one set of shoulders -- the CEO, MD, President --
whatever. For me, one of the profound learnings of Open Space is that
Leadership only appears at the junction of passion and responsibility,
and in the absence of either or both, leadership dissipates, the dance
slows and eventually stops. In a word -- It's all over, baby.<br>
<br>
Harrison <br>
<br>
<x-sigsep><p></x-sigsep>
<div align="center">
Harrison Owen<br>
7808 River Falls Drive<br>
Potomac, MD 20854 USA<br>
phone 301-469-9269<br>
fax 301-983-9314<br>
Open Space Training
<a href="http://www.openspaceworld.com/" eudora="autourl">www.openspaceworld.com</a>
<br>
Open Space Institute <a href="http://www.openspaceworld.org/" eudora="autourl">www.openspaceworld.org</a><br>
Personal website <a href="http://www.mindspring.com/~owenhh" eudora="autourl">www.mindspring.com/~owenhh</a><br>
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