The Collective Mindset by Richard Bernato & Anthony Annunziato & Al Pisano

Author:Richard Bernato & Anthony Annunziato & Al Pisano
Language: eng
Format: epub
Publisher: Rowman & Littlefield Publishers
Published: 2022-04-20T00:00:00+00:00

Collaborative Leadership

Analyze that Mayan quote more closely: “We did not put our ideas together. We put our purposes together. And we agreed. Then we decided.” Not “put” together as in cut and pasted, rather, they coalesce their purposes, and from this unity of synthesized purposes a decision generates. This enlightened process from an ancient culture starkly contrasts with our so-called modern enlightened one.

The premise that none of us is as smart as all of us except when we are smart together, permeates the futures-forecasting strategies used to catalyze a CM. This is meant to help you sustain your culture’s commitment to effective innovation.

Doing so, brings the culture into alignment with its emerging future. Once practiced and mastered, stakeholders feel empowered to use deep, three-dimensional thinking to exchange, react to, and synthesize the array of probable alternative futures they must anticipate.

Doing so assures alignment between the culture to its preferable futures. Moreover, the group’s use of futures-forecasting thinking may change their cultural and personal concept of the future. This is an even more valuable result that will transform their approaches to proactive, purpose-based decision making and action designing, which are grounded to collaborative leadership.

There is a difference between cooperative leadership and collaborative leadership. The former, when broken down, speaks to individuals’ need to work together toward someone else’s goals and expectations. The latter however brings down this notion to the level of co-authoring a Shared Vision that you have generated together. As such, the expectation of Collaborative Leadership represents a common and collective coalesced sense of purpose.

In many ways Collaborative Leadership is the central energy of TCMM. It is where the coalition of dispositions, the presencing of united, deep purpose, the synthesis of a common sense of realities, can focus toward new, worthy, and challenging ends.

What does a school organization look like if it eschews Collaborative Leadership practices? Without such practices the organization’s very culture would be plagued by inconsistent practices. The ensuing disunity would sabotage any efforts to consistently uphold a Shared Vision. Participants’ efforts to sustain the organization would be haphazard and counterproductive.

It follows that Senge’s learning organization disciplines would receive lip service at best or, at the worst, would not even exist consistently. There would be no effective creative design thinking because either the stakeholders had not learned any strategies to collaborate or that these were discouraged if not smothered. It would be true that none of them would be as smart as all of them because they did not have the capacity to be smart together.

In comparison, if Collaborative Leadership practices were the coin of the realm, we could be more nearly assured that our think tank would support co-empowering stakeholders to pool their intellect, creativity, and commitment toward deep purpose. We would be more confident that Mental Models were healthy and if they were not, be able to dialogue by applying active listening skills that would transform disparate points of view to something more productive.

Perhaps most importantly, per Scharmer, the mindset would shift from Ego to Eco.

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