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Moving from Thinking to Action – The Fears and Myths that Bind Us (part 1)

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Transformation or Collapse?

Many of us sense that humanity is a a place of act now or die – no exaggeration. Yet, not much change seems to be happening, especially in human behavior.

There seems to be incredible unconscious fears about acting on ideas, and even more about the future that is ours … Just better not to think about that part. Thinking is wonderful, but if it just stays in the mind, nothing new gets created. And I’m not sure that thought is the way out of our misbehavior in a world that is asking for a reunification of its wholeness.

‘Failure’ too is another show stopper. It is so voodoo in most cultures that it freezes people from action, and increases the thinking – It’s safer there. Even the responsibility of success is scary because of the confusion that comes up when we think of having to do the work; for no pay typically. How would we survive?

The essence of personal sustainability emerges in this space and is not being addressed in traditional organizations – even the ones who are attempting to apply sustainability in terms of technical developments. There also seems to be a fear of abandonment and being shamed if acting on their out-of-the-box, culturally unaccepted ideas. I speak from my own experiences here, but this has not stopped me from trying. Not one bit. But I’ll admit it has put me into a horrible place in life, with no ability to make ends meet financially, loss of friends and family, inability to find meaningful work, isolation, and so on. I guess their fears are valid.

Yet: Where are the new heroes going to emerge? I have felt for sometime that the new hero is not “a” hero, but a collective “heronis”. This is my word for a collaborative form of heroism that arises through the integrity of collaborative design. Strangely, very few seem to know how to do this thing called ‘collaboration’ and fall into the trap of linear structured methods of development that depends on singular forms of leadership – truly old paradigm, but still viscerally real in our existing world.

This way of organizing worked in the past, but now it only sets up false expectations based on the idea of a ‘savior’, an idea that is so prominent in all human cultures. The savior mythology for leadership needs to pass out of our consciousness so that a new myth can emerge – a global mythology that reshapes the role of leadership from having power ‘over’ people into power ‘to’ people. Myth is where the unseen directives that influence a society’s way of being come from, and is where we will need to go – if we want to see real change.

More on this is coming – how to move from thinking to action, and how our fears and myths blind and bind us. I plan to move this discussion into the realm of ‘values’ – those tangible tidbits that are visible when a culture’s underlying story (its mythology) expresses itself. They are the bridge from the conscious to unconscious, and have a big role in limiting the emergence of a new creation myth by entangling our abilities to manifest an evolved shared humanity. Vic D. 🙂

The Influence of Super Heroes and Mythical Stories on Cultural Progress

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People need myth. Especially, the super heroes of mythical stories allow the socially suppressed to have something to hold onto that is strong and good -It provides a sense of hope for a better life. Hero movies often touch on, if not lead, the meaning of our present culture’s beliefs and driving forces. Forces that move a society forward. They reflect a rising desire or struggle in both the individual and as a collective.

The idea of the ‘smart’ super hero is on top for 2012. Leading the pack on this theme is a movie called “The Hunger Game”, which I believe exemplifies the state of our society. I was intrigued how exhilarating it was, just watching the preview. I don’t think I’m alone, as this surge within me is collective. Plans for this movie becoming a mega-block buster suggests it’s story is addressing a rising desire within us. Some are aware of it, but most of us are not.

There is a growing edge of discomfort occurring world-wide, and I believe that it is crucial to keep an eye on emerging mythical stories that are being told in film and other medium. For it provides us with a crystal ball that reveals an emerging future. Watch how movies are talked about at  home, at work, and on political stages. Look for changes in the myths that are told. How is the super hero’s story changing and why? And how does it reflect real world circumstances?. Listen to NPR’s news brief on the relationship between movies, super heroes, and myth.

A Practical Theory On Leadership & Collaboration – ‘The Shirtless Dancing Guy’

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I got this video off of Charles Lemos’ site and was referred to it by Ben Roberts’ Facebook conversation. Derek Sivers gave this presentation at the TED Conference this week and got a standing ovation. It’s pretty brilliant in its takeaway. The video below is a healthy perspective on the collective’s role in leadership, especially the ‘first follower’. Watch how this natural form of taking the lead seeds the beginning of collaboration.

Here’s the transcript, with bold notes made by Charles. Thanks to Charles and Derik. 

If you’ve learned a lot about leadership and making a movement, then let’s watch a movement happen, start to finish, in under 3 minutes, and dissect some lessons:

A leader needs the guts to stand alone and look ridiculous. But what he’s doing is so simple, it’s almost instructional. This is key. You must be easy to follow!

Now comes the first follower with a crucial role: he publicly shows everyone how to follow. Notice the leader embraces him as an equal, so it’s not about the leader anymore – it’s about them, plural. Notice he’s calling to his friends to join in. It takes guts to be a first follower! You stand out and brave ridicule, yourself. Being a first follower is an under-appreciated form of leadership. The first follower transforms a lone nut into a leader. If the leader is the flint, the first follower is the spark that makes the fire.

The 2nd follower is a turning point: it’s proof the first has done well. Now it’s not a lone nut, and it’s not two nuts. Three is a crowd and a crowd is news.

A movement must be public. Make sure outsiders see more than just the leader. Everyone needs to see the followers, because new followers emulate followers – not the leader.

Now here come 2 more, then 3 more. Now we’ve got momentum. This is the tipping point! Now we’ve got a movement!

As more people jump in, it’s no longer risky. If they were on the fence before, there’s no reason not to join now. They won’t be ridiculed, they won’t stand out, and they will be part of the in-crowd, if they hurry. Over the next minute you’ll see the rest who prefer to be part of the crowd, because eventually they’d be ridiculed for not joining.

And ladies and gentlemen that is how a movement is made! Let’s recap what we learned:

If you are a version of the shirtless dancing guy, all alone, remember the importance of nurturing your first few followers as equals, making everything clearly about the movement, not you.

Be public. Be easy to follow!

But the biggest lesson here – did you catch it?

Leadership is over-glorified.

Yes it started with the shirtless guy, and he’ll get all the credit, but you saw what really happened:

It was the first follower that transformed a lone nut into a leader.

There is no movement without the first follower.

We’re told we all need to be leaders, but that would be really ineffective.

The best way to make a movement, if you really care, is to courageously follow and show others how to follow.

When you find a lone nut doing something great, have the guts to be the first person to stand up and join in.

Be a follower, join a movement. That’s how change happens.

Communication: Differentiating Debate, Discussion, & Dialogue

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debatediscussiondialogueI have been asked to clarify the difference between ‘debates‘, ‘discussions‘, and ‘dialogues‘ (note wikipedia incorrectly clumps discussion into the same definition as ‘debate’). Below is a first attempt at trying to evolve our understanding of these three primary communication processes. I ask for your feedback, and also for your own insights on this matter.

The intent here is to help organizational change processes be more conscious and more effective by becoming aware that how we communicate with each other strongly effects meeting outcomes, as well as how well thsoe outcomes sustain the desired changes.

In short, this is all about how we make conscious decisions that influence positive change. debatediscussiondialogue2

Our world is in dire need of evolved decision-making techniques that can provide us with a better way for sharing and choosing solutions that are healthier for ourselves and the planet. Effective communication is the glue that allows for real, sustained change to happen. Note that communication colors all levels of organizational development, including its methods of leadership, its ability to learn, team work and collaboration, and the sustainability of innovation itself.

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debatediscussiondialogue3DEBATE = Language is manipulated with the intent to cripple other viewpoints (argumentative). Change is hard to come by with this approach. However, it is useful for keeping an existing systems in place. Energy comes from the lizard mechanisms in the brain, which attempt to protect and defend. The person with the most power over another is seen as the best leader. This process is not good for creating change except at conscious predetermined places in the process where challenge generates a different thought process that can bring clarity and assurance on choices that have been made.

 

debatediscussiondialogue4DISCUSSION = Questioning each other comes from a predisposed positioning (having an agenda). Change is possible but usually can not be sustained due to the process being based on a questioning process that makes each feel someone has to win. Others often loose their identity to consensus. It’s based on a sudo-democracy process whereby everyone unconsciously assumes that there is a best answer, thus only one viewpoint is ultimately chosen. Occasionally discussion moves into dialog, but usually it moves into debate.

 

debatediscussiondialogue5DIALOG = Collaborative inquiry with an openness to possibilities beyond each others own beliefs and views. Communication about communication happens allowing the creation of a safe environment; a place where the unexpected and insight can happen more freely. Everyone’s viewpoint is allowed whether or not others agree with it. All work to wear the shoes of the one speaking and seek to integrate diversity rather than extract the best answer. It stands for the power of the question is valued more than answers. The challenge for creating change is that too often dialog does not move toward decision-making and action. 

 

debatediscussiondialogue6TRILOG = Ideally, all three forms of conversation are useful if used in tandem with each other. Dialog is to be used during the early envisioning stages. Discussion during the goals and strategy-making stages, but only at the point when decisions have to be determined. Debate is useful to challenge a new system against an old one. It must be used very consciously however, because otherwise power over can destroy all previous efforts. Dialog should again be used to close a group’s process because it brings us back to our humanity and to what’s most important, which are the relationships. They are as important (or more) than the outcomes generated by the group, for it is what becomes the foundation for sustaining the determined change.

 

debatediscussiondialogue7About Room Geometry = One final point to make here is this: Be aware of the geometry of the room in which people gather. If shared views are the choice, be sure to stage the room with multiple small circles in mind. If one person’s opinion is to be impressed upon the group, then line up the chairs in straight lines without breaking up the group. I for one almost always choose to use circular geometries because it seems to appease the need for all to feel like they are participants rather than merely receivers of information. A room’s geometry needs to be considered at all levels of a community’s decision-making hierarchy including company meetings, town hall meetings, city council meetings, board rooms, and living room gatherings.

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To bring in more of a trilog approach (with an emphasis on ‘dialogue), use this collaborative design tool during your next meeting: Create a ‘Learning Exchange Markeplace’. For more information, contact Vic Desotelle.

 

 

 

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