Polyarchy Reflections

A633.9.3.RB

With the increase of uncertainty as a result of the dynamics that are prevalent in today’s globalization and technological advanced world, organizations need leaders and team members that are capable of making educated decisions in fluid environments that may be well beyond their comfort zone. In other words, yesterday’s oligarchical assumptions have out lived its intended use. Many of these traditional leadership models were developed in industries that enjoyed, to some degree, predictability and stability.

Exercising complex adaptive leadership is necessary more than ever as a result of the emergence of polyarchy. Being adaptive in thought and practice requires critical thinking and innovation that rarely exists in an oligarchy. Thus, when posed with the question of, “If polyarchy is fast replacing the old oligarchy assumptions does this make these old leadership models redundant? I believe that an adaptive leader and practitioner would consider some benefit in many of these outdated models. For example, the 70-20-10 model for learning and development was created in the 1980s and was once held as a key developmental approach. However, with “The arrival of the Internet, and the current proliferation of online and mobile learning technologies, has altered the training industry’s views of the 70:20:10 model.  At the minimum, a growing chorus of training professionals contends that the aged model does not reflect the market’s fast-growing emphasis on informal learning” (Trainingindustry.com, 2016). Yet, this model still has a fundamental purpose as it incorporates three significant developmental components of leadership that include experience, interaction, and education. “One frequent observation is that while the model’s specific ratios do not reflect current learning opportunities, it remains generally consistent with the developmental experiences of many individuals. Thus, the model continues to serve as a valuable guideline on how to employ various developmental experiences” (Trainingindusty.com, 2016). Indeed, an adaptive leader would be able to adjust such a model while keeping to the concept to suit their organizational and developmental needs as their situation requires.

It is important for leaders to recognize and embrace change. As conditions and factors increase uncertainty, leaders must understand how and when to influence their followers and their situations. Obolensky (2014) identifies this state as wu wei, “a concept which can best be described as the art of inaction, acting without effort (such as going with the flow) or refraining from any action which is contrary to the underlying natural flow” (p. 8). A key element is to know and understand one followers and not merely view them as a means to an end. Thus, one of the most significant ways this has impacted me and will continue to affect me as a leader in the future is that “more control is not always a good thing” in a complex environment. With a military background, it would be easy to resort to what I have known and practiced for many years. However, it has become painfully clear that certain highly structure and efficient military practices do not bare the same fruit in all situations or organizations. Indeed, “The counter-intuitive conclusion is that the more complex things are, the less directive leadership should be used” (Obolensky, 2014, p. 109).

I believe that the MSLD program has and will continue to provide insight and enlightenment in many if not all facades of leadership. Specifically, in education and interaction with other leaders with diverse backgrounds and experiences. Unfortunately, since I do not belong to an organization as I am a full-time student, I will have to substitute key experience learning though coaching and mentorship. In an attempt to be adaptive in this situation, I will utilize all of the above with established subject matter experts in an effort to explore, build, and develop future strategies.

References

Obolensky, N. (2014). Complex Adaptive Leadership (2^nd edition): Embracing Paradox and Uncertainty. Ashgate Publishing Ltd. Kindle Edition.

Training Industry. (2016). The 70:20:10 Model for Learning and Development. Retrieved from https://www.trainingindustry.com/wiki/entries/the-702010-model-for-learning-and-development.aspx.