what you get here

This is not a blog which opines on current events. It rather uses incidents, books (old and new), links and papers to muse about our social endeavours.
So old posts are as good as new! And lots of useful links!

The Bucegi mountains - the range I see from the front balcony of my mountain house - are almost 120 kms from Bucharest and cannot normally be seen from the capital but some extraordinary weather conditions allowed this pic to be taken from the top of the Intercontinental Hotel in late Feb 2020
Showing posts with label Laloux. Show all posts
Showing posts with label Laloux. Show all posts

Thursday, October 25, 2018

Revisiting a neglected management classic

Just before this blog went silent in early August, I had written an important post distinguishing 5 very different “theories of change” ....wondering why so few mutual links had been made by the practitioners of the 5 "schools". I now realise I may have missed the most important school of all – that of “managing change”
Whenever the issue of change comes up, I rarely miss the chance to plug a book which was published in 2000 - Change the World by a management theorist Robert Quinn.
It stood out from the huge mass of books about managing change I had been reading in the late 1990s for its explanation of why so many change efforts fail – offering a typology (and critique) of four different strategies – “telling”, “selling”, “participating” and “transforming” – and daring to pose the challenging question of how individuals such as Gandhi, Luther King, Jesus Christ came to inspire millions…..
Virtually all books on managing change until then were (and most remain) what I would call “mechanistic” – offering apparently neutral tools of the sort consultants claiming objectivity can use. Quinn dares to introduce a moral tone – which both management writers and practitioners find a bit embarrassing. Their very legitimacy, after all, rests on the claims they make to scientific authority…..
This is perhaps why most of his writing passes under our radar. The same fate overtook Robert Greenleaf whose books on “stewardship” are so valuable……

A European audience does recoil a bit when they see the sub-title of Quinn’s Change the World, “how ordinary people can accomplish extraordinary results” – even if such hyping is a well-known US habit….His book then proceeds to offer 8 injunctions for those who aspire to be change-agents, some of which may offer challenges to the translator – the summary I offer in the middle column is from my memory of a book which is almost 20 years old. Since then, our view of the world has been hugely upset – not least by the social movements since then; by the 2008 global financial crisis; and by more recent books such as Reinventing Organisations by Frederic Laloux - my final column offers some preliminary and terse comments on how the injunctions have withstood the test of time ….

Quinn’s 8 Injunctions for changing the world (2000 )
Quinn Injunction

What one reader thinks he means
Fit with mainstream and newer literature
“Envisage the Productive Community”

Imagine how the system would work if we treated one another generously - Don’t be satisfied with second-best
Laloux has a lot to say about this
“First Look Within”

Set your own standards of excellence – don’t go with the mob
The self is very much back in fashion
“Embrace the Hypocritical Self”

Be aware of your own double standards
Still worthwhile
“Transcend Fear”

We always feel a pressure to conform and fear the consequences of appearing different
Ditto
“embody a Vision of the Common Good”

Don’t be afraid to demonstrate behavior consistent with what your ethical sense tells you
Laloux and the whole solidarity ethic much stronger these days
Disturb the system


20 years on, we probably have too much of this now!
Events can never be controlled – so let go
Chaos theory also back in fashion
“Entice Through Moral Power”

As above
See Laloux

“Change the World” is actually one of a trilogy Quinn has written – the first being “Deep change” – and the final one “Building the Bridge as you Walk on it – a guide for leading change” (2004) an outline of whose basic argument can be found here

Although I often reference Quinn, this is the first time I have written at length about him and notice a tinge of defensiveness as I reflect on his message……which perhaps sometimes smacks of “motherhood and apple pie”. He writes here about how the responses he received from his first book were the inspiration for the third - 
They defied what is written in almost all textbooks on management and leadership… common understanding and practice….. suggesting that every one of us has the capacity to transform our organizations into more positive, productive communities. Yet it is a painful answer that almost no one wants to hear. That is why it is not in the books on management and leadership. Painful answers have no market. The man states: “I know it all happened because I confronted my own insecurity, selfishness, and lack of courage.”

In the early 1990s I would look for copies of Stephen Covey’s The Seven Habits of really effective People which had been translated into the language of the country I was working in – partly to ensure that we had a common frame of reference but mainly because of its encouragement of what I considered to be useful ethical practices….. 

  Robert Quinn is still writing - not least on a blog the positive organization - although I suspect he has fallen prey to what happens to most gurus……they end up as egocentrics on egotrips……
I wold hope to update the July table in a future post.....

More reading on social and organisational change
Supporting small steps – a rough guide for developmental professionals (Manning; OECD 2015)
A Governance Practitioner’s Notebook – alternative ideas and approaches (Whaites et al OECD 2015)
People, Politics and Change - building communications strategy for governance reform (World Bank 2011)
Governance Reform under Real-World Conditions – citizens, stakeholders and Voice (World Bank 2008)
Change Here! Managing change to improve local services (Audit Commission 2001)