Quietly Courageous

Linear: (Clear problem > Known Solution > Action) Nonlinear: (Presenting Issue > Complex Interactions > Learning)

Organizational leadership, setting vision, and the negotiation of decisions was less of a pastoral responsibility because in a convergent time people knew what to do; it is what they already did in the past, and leadership did not have to cut new paths into divergent territory.

If technical work leads directly to action, then adaptive work requires learning.

I no longer believe in linear change as the dominant model by which leaders need to understand their setting. Linear change remains the appropriate way to address problems when, in fact, the situation is authentically a “problem.” However, the linear problem solving that is still so heavily taught in our culture is not up to the task of understandi

“Instead of looking for saviors, we should be calling for leadership that will challenge us to face problems for which there are no simple painless solutions—problems that require us to learn new ways,” wrote Heifetz.[10]

The shift to liquid modernity means that the structures and institutions that we use to order our lives no longer serve individuals with stable frames of reference for establishing life projects such as marriage, family, community, career, security, or meaning.

Leaders must change from good leadership to quiet, courageous, purposeful leadership.

Divergence has a high institutional cost beyond the complexity of leading people who might have the same question but who all hold different answers.

the current