Leadership’s Failure Of Nerve–2
As Edwin Friedman looks at leadership in American society in his book, A Failure Of Nerve, he sees four related problems in contemporary society:
1) Many organizations allow their most dependent members to set that organization’s agenda. This results in an adaptation toward weakness rather than strength, giving power to the recalcitrant, the passive-aggressive, and the most anxious members rather than focusing on those who are energetic, visionary, imaginative and motivated.
2) The process that systems thinking identifies as individuation is undercut. Individuation promotes a person’s capacity to define themselves more clearly. A well-differentiated leader is who has clarity about their life goals, who can be separate while remaining connected with others and can maintain what Friedman calls a nonanxious presence instead of being caught in the emotional reactivity of those in a system of relationships who are anxious.
3) We have become obsessed with data gathering and technique that keeps us from dealing with the emotional processes that operating in our families and our institutions.
4) There is a widespread misunderstanding of these emotional processes that operate in a destructive manner in families and institutions. Leaders assume that toxic forces can be regulated by reasonableness, love, giving insight, role-modeling, instilling values and striving for consensus. Such an approach keeps leaders from taking stands that set limits on the invasiveness of those who lack self-regulation.
So what’s a leader to do? More on that in subsequent posts.
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