A633.9.3.RB_Polyarchy Reflections_Wathen_Reece_Sandra

A633.9.3.RB_Polyarchy Reflections_Wathen_Reece_Sandra

First, I am writing this blog exclusively from my personal thoughts based on my past learning experiences in MSLD 633.  Although, much of my thinking has been influenced by Obolensky (2010) and many other journals and documentaries, these are my thoughts.

In the modern approach for leadership it focuses on the transition of oligarchy to polyarchy which is a significant change in organizational strategy; fewer leaders and more followers.  The world in which we live has given us fewer choices other than to grasp change - and grasp it quickly.  Not only in our business and professional worlds, but also our personal lives' as well.  It means getting things done but not necessarily doing them myself.  It means providing those the skills and tools to allow others to accomplish their task.  It means communicating both upward and downward.  It means letting go of things that I typically felt I had to do myself; concentrating on more important things.  It means teaching others to transition their mind-set to do the same.  It makes me now a disciple for change.

So then what does this mean to the assumptions of oligarchy style versus the transition to polyarchy such as the former leadership models and the possibility of redundancy in these models?  From an organizational perspective, it means changing the way you think.  It isn't a redundancy in models, it is using the content of the models in a different way.  In fact, polyarchy isn't really a new concept, Yin/Yang go back in history - it is the fact that the world is changing so quickly that now is the time to really start grasping, engaging, and implementing the approach. 

As a reflection on traditional leadership from the perspective of complex adaptive leadership, what are the implications and how will they affect me as a leader in the future?  Traditional style leaders became complacent and it is easy for leaders to become status quo.  However, the dynamics of our global world is forcing transition.  Many have engaged, some are struggling, others resisting the change.  Those that have engaged will prosper, those that don't may diminish.

What impact will they have on my future strategy?  I feel very confident, especially after participating in MSLD 633 that I understand what needs to be part of the future strategy in that the framework must include adaptiveness.   I have a greater awareness of all the key factors required to include in the strategy as well as depth and breadth of the whole.  The future strategy must consider all the components for complex adaptive systems; not just a few elements.  It requires thinking outside the box, focusing on emergence while managing chaos as simplicity.  It requires looking deep into the future and building a plan that can adapt to complexity; emerge from complexity and find opportunities from chaos.  It means building the strategy to optimize on all these factors so that the organization can achieve innovation and creativity - even in the midst of chaos and complexity.

Obolensky, N. (2010); Chapter 10. Complex Adaptive Leadership. Embracing Paradox and Uncertainty. Grower Publishing Company, Surrey, England