Controlled and linear organisational learning may have worked in less turbulent times. A learning culture that is fit-for-purpose in today’s world requires learning to emerge in real time. Tune into what is happening at the periphery of our organisation. The ripe issues are more likely to emerge there.
Nature points towards basic methods that work such as sensing patterns, recombining ideas into a new “mutation” and being open to feedback. Systems mapping, pattern analysis, experimentation, collaboration, and dialogue are their organisational equivalents.
The primary reason for our repressive attitude towards emotions in organisations is a pervasive lack of skill in handling intense emotional communications. Daniel Goleman called the ability to recognise, manage and learn from feelings as “emotional intelligence”.
In times of crisis you need to be able to make decisions based on what it right and not on what is most comfortable. When you are really scared – what have you got to hang on to? The only thing is to hang on to is – what is the right thing to do? Because nothing else can be trusted as real.
It is time to reframe mediation. I believe there is an opportunity to reframe mediation from a remedial intervention to one that is both creative and strategic. My hypothesis is that those organisations who master #mediatingthefuture are set to thrive.
Leaders who feel they must come up with the perfect plan endure huge pressure. In playing the role of the heroic leader they become the organisational bottle neck. In telling everyone that they know the way forward; they disempower everyone around them. This mind set is the main obstacle to agility.