Sublime

societies, those who have moved up the hierarchy into senior positions of authority are naturally socialized and trained to be good at taking action and decisively solving problems. There is no incentive to wade knee-deep into the murky waters of diagnosis, especially if some of the deeper diagnostic possibilities will be unsettling to people who l

a more effective deployment of self,

"Organizational Culture and Leadership" by Ed Schein: “Perhaps the most intriguing aspect of culture as a concept is that it points us to phenomena that are below the surface, that are powerful in their impact but invisible and to a considerable degree unconscious. In that sense, culture is to a group what personality or character is to an in

As a leader, this should leave you with the following questions about your own organization and social circuitry: In performance, are difficulties, glitches, deviations, and departures called out once seen, swarmed to be contained (stabilized), and solved? And are the lessons learned shared and otherwise systematized for future use?

The benefit of the process lies in the thinking and reasoning about the issues that takes place, and the development of (and commitment to) a concrete action plan.

As early as the second gathering of any group of individuals, the structures, cultural elements, and defaults that make up the organization’s system begin to take root. Behaviors begin to transform into patterns, and the patterns over time become entrenched.

amended. In an organization where people are valued for their judgment, the question asked is not “What would the people above me in the hierarchy do?” but “What do I think is the best thing to do here in the service of the mission of the organization?”

The most effective leadership anchors change in the values, competencies, and strategic orientations that should endure in the organization.

Looking beneath the surface of our default interpretations at the individual level, you are led back to a systemic perspective for interpreting individual behavior. What you really want to interpret are the needs of those constituencies that pull the strings.