Seth Godin:: Two questions behind every disagreement

There is no getting away from the fact that communication and consistency are critical but so is understanding. If all parties have the same goals [a common purpose] but the language is different, the means of communication unreliable or poorly structured*, the scope for progress is, seriously, hampered because the information-flow between individuals – interdependent components or processes – is impaired and vital signals can become confused or lost.
If the goals diverge, for whatever reason, the purpose may remain similar but the interdependence that is fundamental to a resilient enterprise, strategy or system is lost. This is how organisational silos can occur:
inter-connectedness is a less resilient state than interdependence.

*hierarchical structures  were NOT created to manage information in the Digital Age but to manage people and process in a past era.

Are we on the same team? and

What’s the right path forward?

Most of time, all we talk about is the path, without having the far more important but much more difficult conversation about agendas, goals and tone.

Is this a matter of respect? Power? Do you come out ahead if I fail? Has someone undercut you? Do we both want the same thing to happen here?

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Leadership is a service process

I hadn’t specifically considered the ‘leadership’ role as connecting the operational dots but, having identified the worst traits of ‘leaders’ in the prevailing culture, it is beneficial to reiterate the importance of effective information-flow amongst the constituent processes within an organisation.

We always need to remember that INTER-CONNECTED ISN’T INTERDEPENDENT and the most effective, resilient, systems ARE interdependent!

In the future executives are no longer meant to ‘occupy’ structures in order to use them for executing power and status, but are rather expected to create added value-oriented, sustainable processes and to understand leadership as a supportive service process. “The best companies are moving away from purely hierarchical organizational structures…

A Bubble Promoted with Anti-values

The impact of “ambiguity of purpose”, necessitated to mask the loss of values, led to conflicting strategies, misaligned objectives and, therefore, convoluted and complex processes. These impact the manageability, effectiveness and profitability of the system.

This is manifest in the corruption(!) of the structured information-flow across systems, as increased risk/excessive complexity and impaired resilience.

via A Bubble Promoted with Anti-values.