Organizations are human beings writ large. Given this and given the fact that in our culture we are in many ways still wedded to the industrial-mechanical model, ‘rationality’ still reigns. What does this mean? Well, for one thing it means that a number of organizations focus on an ‘ends-ways-means’ process. For these organizations establishing ‘objectives’ (the ‘ends’) comes first. Given these objectives a ‘strategic plan’ (the ‘ways’) is developed. Then the ‘resources’ (the ‘means’) are identified and utilized. Because human beings are viewed as ‘non-human’ they are frequently referred to as ‘resources’ and the task for management now is to prepare them by providing the important expectations, direction, ‘training’ (this is a key concept) and then to provide them the supervisory support in order for these ‘human resources’ to be motivated to do a ‘good job.’
Now, many folks know that the ‘ends-ways-means’ approach assumes a predictability, stability and rationality that does not truly exist in organizational life (perhaps in ‘life’ as we know it). This view of the world also places an inordinate burden on the designated leader(s). The leader is now responsible: he or she is responsible to design and implement a functioning system rooted in compliance. The leader is also charged with ensuring that compliance is maintained. If things don’t work out it is the leader who will be held accountable.
There is hope for there are a number of organizations that develop a plan in ‘reverse.’ The leaders within these organizations first emphasize ‘means’ and then transition to ‘ways’ and finally focus on ‘ends.’ Consider, gentle reader, that an organization that takes a ‘means-ways-ends’ approach to developmental planning assumes that each human being is responsible for its prosperity. Success, then, rests on (among other things) the organization’s ability to identify and engage opportunities as they appear, on the human beings capacity for ingenuity, on their capacity to learn and on their determination and persistence as they seek to become distinctive and high achieving.
Given this, the development of people – developing their skills, talents and abilities – and then supporting them as they develop trusting and caring working relationships rooted in a belief that ‘together we can achieve more and at a higher level than we can as individuals.
We know that the world is changing rapidly (this is the new norm) and that it is unpredictable and that there is a limit to a human beings ‘rationality’ (we humans are much more emotional and intuitive than ‘rational’) hence it makes sense (to me anyway) that organizations will benefit from helping folks develop their capacities (the ‘means’) and then help them develop the ‘ways’ to use them as they seek to achieve, with distinction, the ‘ends.’
What makes us humans unique is not our ‘head’ (computers can do some real good ‘brain work’) nor our ‘hands’ (robots of all types now serve us) but our ‘heart’ – our ‘spirit.’ It is our ‘heart’ – our ‘spirit’ – that responds to values, purpose, vision, mission, and guiding life principles. It is our ‘heart’ that supports ‘trust’ and enables us to develop ‘caring relationships.’ Organizations that are rooted in an organic metaphor are committed to developing each persons ‘heart’ as well as each persons ‘head’ and ‘hands.’ This charge is embraced by the leader(s) and by those who freely choose to follow; they are interdependent and hence are, together, responsible for what we call ‘leadership’ – the by-product of the relationship between the leader and the led.
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