Broad-based participation is required if generative planning is to succeed—not just to build commitment, but also to enable the fast learning to occur. Those involved in the actual production of a pilot test are usually best informed with regard to analyzing the results from this pilot test (unless they have a vested interest in the outcomes of the pilot test—which means this is not really a safe place in which to test out a new idea). They learn fast and must then convey what they have learned to others in the organization so that broader patterns can be detected. The pilot tests can be a source of additional learning. Further modifications can be made in existing pilot products or services, or new products or services can be created. The learning demanded of generative planning is simply too much for those operating at the top of the organization to absorb; leaders need the knowledge, insights and wisdom of other members of the organization.
Generative leaders, like transactional leaders, are usually inclined to assume an internal locus of control. They believe that enough good ideas—tested and modified through continuous improvement processes—can meet the demands of any external challenges. As in the case of the fourth approach, generative learners believe that ongoing organizational learning and modification after the plan is put in place enables them to eventually manage and overcome major external challenges. At times this assumption of internal control is not realistic; generative-oriented leaders are sometimes over-confident about their ability to control or even influence external conditions. They simply are not nimble enough to keep up with the turbulence that exists in the external environment, or do not have sufficient organizational smarts to learn everything that has to be learned about the complex, unpredictable and turbulent setting in which their organization operates.
What about MBTI profiles? Generative leaders are most likely to be oriented toward the intuitive function (N) when gathering information (perceiving) and to the feeling (F) processes when making a judgment (the NF configuration on MBTI). These men and women are much more likely to be oriented toward perceiving (NFP) in their work than are those who use any of the other approaches to planning. They may move rapidly to action (as do people with strong J functions); however, they are always leaving options open and will readily try out another idea, based on their own intuitive powers. They are also very concerned with outcomes (Feeling function) and don’t really care much about how a decision is reached, as long as it leads to something that is greatly valued (even something that can’t be imagined prior to the start of the generative planning process).
If transactional leaders can be a source of real frustration for planners, leaders and organizations with a more “J” (judging) orientation, generative Style Two leaders will be even more frustrating. They move rapidly (which the “J” folks like), but keep changing their minds. They are like jugglers who keep many balls up in the air and don’t seem to worry about one or two of the balls falling. They simply pick up the balls, reflect briefly on what has been learned, and begin juggling these same balls or some new ones.
For those who engage in generative planning the key is not just fast learning but also fast execution. Cut back on the number of barriers and review procedures (which are so dear to the rational planners) that exist in the organization. Instead, “let all flowers bloom.” This means that there will be many mistakes, but a fast-learning organization is one in which one can learn from these mistakes. It is even more appropriate that generative leaders learn from the successes that occur. This does not only mean that they keep the successes moving forward, but also that they try to extract the important lessons to be learned from these successes, so that this learning can be applied to other potential projects. While a generative leader will inevitably make mistakes and foster many failures, there will be fewer of these negative outcomes if lessons can be learned from past successes.
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