Transformative Leadership - Building Capacities for the Future

By Rick Smyre,
President, Center for Communities of the Future

Key Ideas

• Moving From the World of Either/Or to the World of And/Both
• Understanding the Difference Between Reforming Change and
• Transformational Change
• Creating a Context Where People See a Need to Change
• Focusing on the Need for Self-Organization, Emergence and Feedback.
• Laying Seeds
• Developing Parallel Processes
• Introducing Trends of the Future
• Building Connections for Innovations
• Helping Others to Be Successful
• Establishing Process Projects Which Prepare Citizens for:

  1) Knowledge Economy
  2) Knowledge Democracy
  3) Transformational Learning

Commitment to the Need

The concept of leadership in the 21st Century needs to be consistent with the type of society that is emerging. The most significant changes in leadership reflect the transformations that are occurring in the society….a society that is evolving from a structure of hierarchies and standard answers to one that is constantly changing, interactive and increasingly complex.

The concept of 21st century community transformation recognizes that there will be times when traditional leadership ideas are appropriate and times when process leadership ideas are to be used. If there is a crisis ( such as a flood ), immediate action that is necessary ( a growing epidemic ), or standards that need to be imposed ( world class quality for a product to be produced ), then traditional leadership techniques should be used.

However, if the need is to help people think differently, be open to new ideas, test new innovative concepts, link diverse people in collaboration, and consider issues within a futures context, then new approaches to leadership are needed. The emphasis needs to shift from actions to dialogue…from prediction and control to self-organization and emergence. Strategic thinking replaces strategic planning. Processes which connect diverse people and ideas in generative innovation become more important than specific plans and expected outcomes.

It is very difficult for people to embrace change. Years of standard outcomes and cherished beliefs insure that the majority of people will resist change. Process leaders need to understand that transformation of ideas and actions will take time and cannot be forced. Great patience will be needed by process leaders to create an environment where people come to their own conclusions about the need for change. Process leaders should never take comments, body language, or reactions personally. There will be many situations when process leaders will need to introduce new ideas or create times of tension which are necessary for the seeds of transformation to be established. In those times, irritation and discomfort will be evident….and usually those affected will not be willing to express their reactions because they are threatened by what is being said or what is occurring.

Remember, a true process leader understands the need for this to occur, and cares more about helping the person grow than being liked or receiving a good evaluation. This ability reflects one of the key differences in the attributes of a process leader and a traditional leader. The traditional leader is focused on outcomes and results, at times no matter what the cost to the spirit of those involved. The process leader understands that for true transformational learning experiences to occur, personal growth ( to include becoming open to new ideas without being threatened ) can be more important than outcomes if the objective is to create an environment for transformation….whether in an organization or the community. If the objective of leadership is short term projects and meeting preset standards, then traditional concepts of leader/follower may be appropriate. If the objective of leadership is to evolve a climate conducive to real transformation of thinking, attitudes and behavior over several years, then emphasis needs to shift to how to connect diverse people and introduce new ideas into the thinking and activities of a community.

The following chart compares attributes of traditional leadership and process leadership. Each person and group will need to develop the judgement to choose which needs to be emphasized based on each situation and the overall long-term goal of the organization and community:

Framework for Session

• Split up into groups of six.
• Select a strategic facilitator and recorder:
  • Role of the strategic facilitator is to work with the group to complete the
    exercise.
  • Role of the recorder is to list key ideas for the reporting part of the
    exercise.
    
• Pick one of the three areas of community transformation:
  • Electronic Republic
  • Digital Economy
  • Transformational Learning
    
• Always consider the idea of “building capacities for transformation:”
  • Futures Context
  • Electronic Infrastructure
  • Process Leadership
  • 21st Century Concept of the Common Good – Helping Each Other Succeed
  • 21st Century Citizen Skills:
    • Access to the Internet
    • Facilitating Small Groups
    • Networking Diverse People and ideas
• Build a Framework of Concepts, Approaches and Actions to help a rural area
  prepare for one of the three 21st Century ideas.
  
• Answer the question: “What is needed to develop and implement an overall
  concept when building the capacities for _____________?”
  
  • What are “key value elements” which need to included in the
    strategic thinking phase?
  • What are the key issues, traditions, obstacles and concerns
    which need to be considered in developing a community transformation concept for ____________ ?”
  • What specific processes, networking, actions, and projects will be
    needed to insure that these capacities emerge in the
    community?
  • What are the key leadership ideas, concepts methods and
    techniques that will be important in developing this overall plan for
    developing capacities for __________ ?”
    
• Design and structure your plan in any way your group deems appropriate. Be
  able to tell why your group chose the approaches that were used. Identify key
  transformative ideas and process leadership concepts as you introduce your
  group’s concept and approach. Be ready to report in the afternoon.