Polyarchic Principles

A520.8.2.RB

Obolensky’s “four + four principles” presents an interesting innovative means for adaptive leadership. These principles, Obolensky argues, are what is needed for groups to complete complex tasks in dynamic environments and are, in essence, inter-dependent.   

Figure 1: Four + Four Principles (Shannon, 2012)

According to Nick Shannon (2012), “Obolensky’s theme is that once certain core principles are understood and in place, then the job of leadership is far more fluid and adaptive than might be recognised by traditional leadership models. He argues that the context of leadership has changed much faster than our conception of, and assumptions about, what leadership actually is.” Through the discussion of these principles, it can be assumed that the understanding of such concepts and application in a given organization would require tremendous time and effort. “The difficulty, one might assume, is in getting the balance right and communicating the concept to employees” (Shannon, 2012). As within any position of leadership, many factors must be considered, if not monitored. Factors such as: business concepts, leadership theories, personal & professional skills, and most importantly, the human dimension. All have an impact (some more than others) in leadership effectiveness and performance.

Although Obolensky provides an innovative and thought provoking concept of adaptive leadership, I would find it difficult to apply in a method my professional background in military and public (law enforcement) service has demonstrated to be effective. The military counts on its leaders to be skillful professionals in many areas such as leadership, tactics, training, and diplomacy to name a few. By its very nature, units of Soldiers (or LE) have a defined chain of command which ensures force protection, completion of complex tasks, and the successful completion of a given mission. Moreover, within these formations, purpose, objectives and measures of success are well known by dissemination to the lowest level. This is accomplished by world-class training, discipline and empowerment. For example, should a situation arise where a leader is incapacitated, the next leader in-line has the duty and obligation to occupy overall control and is capable of seeing the mission through.

Developing adaptive leaders is in these professions is essential. Education, training and processes contribute to leader’s adaptive qualities. One such process leaders learn to become more adaptive is “OODA Loop” (Observe, Orient, Decide, Act) Air Force Col. John Boyd coined. According to Derek Stephens (2013):

The OODA loop is a simple yet complex summation of how the human brain processes information and how humans react. First, you observe what is going on around you using your senses. Next, you orient to what is going on around you and put it into context with information rooted in your long-term memory, including training—both good and bad—life experiences, and your genetic heritage. After processing this information you must come to a conclusion about your surroundings, and you must make a decision to act or react. The final stage, if there truly is one, is the physical action. In order to process through the OODA loop, you must perform a physical action to implement the decision you have made. If your action is appropriate and effective you begin to gain the upper hand and can often process through more OODA loop cycles at a faster tempo than your adversary, which ultimately leads to victory.

As one would observe, this process can be lengthy, but with the proper training and “real world” experience, its user(s) can make an educated decision that supports their objective and purpose. While this process has proven successful in military action, it has also been adjusted for the corporate world for leaders and managers to remain effective and ahead in their respective fields.  

Obolensky highlights many important aspects to adaptive leadership. The take away for any leader should be the importance of meaningful purpose for any group/organization and the skills/will required to achieve objectives. Regardless of which model, concept or method one uses, without such guiding targets, even the most capable teams/organizations would fall short of success.

References

Obolensky, N. (2010). Complex Adaptive Leadership: Embracing Paradox and Uncertainty. Retrieved from https://erau.instructure.com/courses/35363/pages/a520-dot-8-1-dot-cr-readings?module_item_id=1582176

Shannon, N. (2012). Book Review: Buffalo Maps. Integral Leadership Review. Retrieved from http://integralleadershipreview.com/6202-book-review-buffalo-maps/

Stephens, D. (2013). Understanding the OODA Loop. Police Magazine. Retrieved from http://www.policemag.com/channel/careers-training/articles/2013/09/understanding-the-ooda-loop.aspx