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<DIV><SPAN class=176364021-02102005><FONT size=2>Hi.</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2></FONT></SPAN> </DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>For me, one of the
conversations that is frequently missing from this topic is </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>the role that "View" plays in
the experience of placement, roles, responsibilities, </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>and fit within collectives
(organizations and communities). "View" in this case, </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>refers to context, scale,
scope, purvey, overview, span, domain of interaction, </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>domain of impact, universe of
discourse, system boundaries, etc. — for which</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>one is "holding
space".</FONT></SPAN></DIV>
<DIV> </DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>In my own experience of the
evolution of leadership, I found that my </FONT></SPAN><SPAN
class=176364021-02102005><FONT size=2>"View" </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>and compensation shifted as I
developed, executed, and perfected leadership </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>skills that demanded an
ever-widening embracing of the "larger systems or </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>contexts" in "holding
space". So, where my focus might be "intra" (within </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>processes, systems, and/or
organizations), the focus of my boss was "inter" </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>(between processes, systems,
and/or organizations). Although both of us </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>were seemingly applying the
same knowledge, skills, and attributes—my boss </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>was in fact being required to
"hold more space" than me. And, that practice</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>and </FONT></SPAN><SPAN
class=176364021-02102005><FONT size=2>action of my boss to "hold more space"
than me, was of justifiably greater </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>value to the whole system (and
especially to me at the time).</FONT></SPAN></DIV>
<DIV> </DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>I have characterized the
evolution of leadership as follows:<BR> <STRONG> Technical
Leadership—</STRONG></FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> Where
mastery of process, technology, and/or </FONT></SPAN><SPAN
class=176364021-02102005><FONT size=2>knowledge is perfected. The
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> "View"
is focused on the "Self"—what my current contribution is; what
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> I am
capable of doing; how I can contribute; what my value is, what my
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>
compensation is; etc.</FONT></SPAN></DIV>
<DIV> </DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> <STRONG>
Organizational Leadership—</STRONG></FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> Where
mastery of interpersonal relationships, dynamics, and communications
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> is
perfected. The "View" is focused on the "Other"—what our current
collective </FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>
contribution is; what we are capable of doing; how we can contribute; what our
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>
collective value is; what our collective compensation is;
etc.</FONT></SPAN></DIV>
<DIV> </DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2><STRONG> Executive
Leadership—</STRONG></FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> Where
mastery of strategy and vision enrollment is perfected. The "View" is
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>
focused on the "Whole"—what is the current condition and contribution
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> of the
whole system (all Stakeholders); what is the whole system capable of
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>
conceiving, adapting, adopting, and cultivating; what are the means of
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>
engaging the whole system; what are the values, beliefs, and norms of the
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> whole
system; what are the modes of aspirations and compensation within
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> the
whole system; etc.</FONT></SPAN></DIV>
<DIV> </DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2><STRONG> Spiritual
Leadership— </STRONG></FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> Where
the intentional evolution of consciousness develops mastery of the
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> Self,
Other and the Whole. The "View" is focused on "Presence"—the in
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> the
moment practice of Wisdom and Compassion which releases individuals
</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2> and
collectives from pain and suffering.</FONT></SPAN></DIV>
<DIV> </DIV>
<DIV><SPAN class=176364021-02102005><FONT size=2>Just some mental meanderings
from the "void" :-)</FONT></SPAN></DIV>
<DIV> </DIV>
<DIV> </DIV>
<DIV align=left><FONT size=1>
<DIV align=left><FONT face="Monotype Corsiva" color=#808080
size=5><STRONG><EM>Mark R. Jones</EM></STRONG></FONT></DIV><STRONG>
<DIV><FONT color=#800080 size=3><STRONG>Chief Executive
Officer</STRONG></FONT></DIV>
<DIV><FONT face=Connecticut color=#800000 size=5>The Sunyata Group</FONT></DIV>
<DIV></STRONG><STRONG><FONT
size=2>----------------------------------------------------------------------</FONT></STRONG></DIV></FONT></DIV><FONT
size=1>
<DIV align=left><STRONG>
<DIV><FONT size=2>PO Box 58788</FONT></DIV>
<DIV><FONT size=2>Renton, Washington</FONT></DIV>
<DIV><FONT size=2>USA 98058-1788</FONT></DIV>
<DIV><FONT size=2>Phone: 425-413-6000</FONT></DIV>
<DIV><FONT size=2>e-Mail: </FONT><A
href="mailto:sunyata@att.net"><FONT
size=2>sunyata@att.net</FONT></A></DIV></STRONG><STRONG><FONT
size=2>----------------------------------------------------------------------</FONT></STRONG></DIV>
<DIV><FONT size=2></FONT> </DIV>
<DIV><FONT size=2></FONT> </DIV>
<DIV><SPAN class=176364021-02102005><FONT
size=2>=========================================================</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT
size=2>=========================================================</FONT></SPAN></DIV>
<DIV><FONT size=2><SPAN class=176364021-02102005><FONT
size=2></FONT></SPAN></FONT> </DIV></FONT>
<DIV></DIV>
<BLOCKQUOTE style="MARGIN-RIGHT: 0px">
<DIV class=OutlookMessageHeader lang=en-us dir=ltr align=left><FONT
face=Tahoma size=2>-----Original Message-----<BR><B>From:</B> OSLIST
[mailto:OSLIST@LISTSERV.BOISESTATE.EDU] <B>On Behalf Of </B>Jack
Ricchiuto<BR><B>Sent:</B> Saturday, October 01, 2005 7:13 PM<BR><B>To:</B>
OSLIST@LISTSERV.BOISESTATE.EDU<BR><B>Subject:</B> devolving
responsibility<BR><BR></FONT></DIV>
<DIV><SPAN style="FONT-SIZE: 14px">This whole conversation about pay is loaded
for bear. Every time I’m in the thick of it with client organizations, the
opportunity as I see it is for unprecedented honest dialogue.<BR><BR>Most
organizations divide people into two classes of responsibility, power, and
information haves and have-nots. The haves typically not only have more, but
they’re also compensated more for being in the gifted class. Some might make
the case that this only makes the division work.<BR><BR>Organizations need to
have authentic conversations about the questions that matter. One is: If we
differentiate compensation, on what basis should that happen? The important
thing is that the conversation happens and that it’s inclusive and honest. The
two-class system is not nearly as toxic as the fact that it is
undiscussable.<BR></SPAN><FONT size=2><SPAN
style="FONT-SIZE: 12px"><BR><BR></SPAN></FONT><SPAN
style="FONT-SIZE: 14px">Jack<BR></SPAN><FONT size=2><SPAN
style="FONT-SIZE: 12px"><BR></SPAN><SPAN
style="FONT-SIZE: 12px"><BR>__.__.__.__.__.__.__.__.__.__.__.__.__.__.__.__.__.__<BR><BR>jack
ricchiuto<BR>two.one.six/three.seven.three/seven.four.seven.five<BR>www.designinglife.com
/ www.appreciativeleadership.com</SPAN></FONT><SPAN
style="FONT-SIZE: 14px"><BR></SPAN><SPAN class=176364021-02102005><FONT
size=2></FONT></DIV>
<DIV>
<DIV><FONT size=2></FONT> </DIV>
<DIV><SPAN class=176364021-02102005><FONT
size=2>=========================================================</FONT></SPAN></DIV>
<DIV><SPAN class=176364021-02102005><FONT
size=2>=========================================================</FONT></SPAN></DIV></DIV></BLOCKQUOTE>
<DIV><FONT size=2><SPAN class=176364021-02102005><FONT
size=2></FONT></SPAN></FONT> </DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005>
</SPAN>Hi Everyone,<SPAN
class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005>
</SPAN>How far can leadership / responsibility be devolved before the
lesser-paid begin <SPAN class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005>
</SPAN>to ask "Hey, I'm basically doing my boss's job, so how come he's
paid more than me?"<SPAN class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN class=176364021-02102005></SPAN></FONT><FONT
size=2><SPAN class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005>
</SPAN>This is an attitude I'm coming across, particularly in larger
organisations, ususally <SPAN
class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005> </SPAN>bureaucratic-style
too. And I'm asking the list because, as future-creators, maybe
you've <SPAN class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005>
</SPAN>dealt with this somewhere already.<SPAN
class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005> </SPAN>Maybe
it only occurs in 'toxic' organisations, but as we modify the invisible glue
that holds <SPAN class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005>
</SPAN>organisations together, what stops them from coming unstuck
altogether?<SPAN class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005> </SPAN></FONT></DIV>
<DIV><FONT size=2><SPAN
class=176364021-02102005>
</SPAN>Lex</FONT></DIV></SPAN></BODY></HTML>
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