Home Concepts The Courageous Leader in a Postmodern Organizational Context

The Courageous Leader in a Postmodern Organizational Context

38 min read

It is typically not hard for the rational planner to be practical. While large, bureaucratic organizations are likely to have substantial financial reserves, these reserves are often unnecessary if the rational planners have done a good job of preparing a SWOT analysis. On the other hand, when we turn again to the ways in which people and entire organizations are likely to engage their world, we find that the rational approach is just as “irrational” as the first two approaches. Just as many untested assumptions are likely to underlie a rational planning approach as is the case with command and symbolic planning. Rational planners are usually inclined to assume an external locus of control. Though they may conduct a SWOT analysis that focuses on internal as well as external factors, attention usually is directed toward the external factors. In part, this focus on external factors is likely to occur because it is often assumed that these large, bureaucratic organizations are very hard to change internally—so why spend much time identifying internal strengths and weaknesses (especially the latter). It is often assumed, given the organization’s influence in its marketplace, that the organization is likely to be able to change external conditions more quickly than internal conditions.

With regard to MBTI profiles, the rational planner, leader and organization are most likely to be oriented toward the sensing function (S) when gathering information (perceiving) and to the thinking (T) processes when making a judgment (the ST configuration on MBTI). Rational planners, leaders and organizations are inclined to rely on data from the outside world, rather than building a plan on the basis of hunches (command-based planners) or dreams (symbolic planners). While their plans may not be very inspiring or innovative, they are realistic and have been derived in a systematic and thoughtful manner.

The key to effective planning for those postmodern leaders using the rational approach is often the opposite of those from the command and symbolic planners. Rational planners need to pay more attention to the internal operations of their organization—they must embrace an internal as well as external locus of control. A rational approach to strategic planning can be quite powerful if the planner or leader can fully appreciate the distinctive strengths that exist in her organization, and if she finds ways in which to use these strengths to address the weaknesses that exist in her organization. The “enemy” is not just an external threat. It is also internal inertia and a sense of powerlessness among those working in large, bureaucratized organizations. An appreciative perspective regarding distinctive strengths—especially when these strengths are being assessed in a systematic and thoughtful manner (the strong suit of rational planners)—can make a real difference in sustaining the viability of a large (and often old) organization.

Before moving to the final two approaches to planning, I will identify the major leadership challenge associated with the rational approach to planning. This challenge concerns the focus of a rational planner and leader: “To what should I [the planner or leader] attend?” When one starts with the domain of information, there is an immediate question: “what do I look at first (given that we have not yet clarified intentions nor have any ideas to evaluate)?” This is where rational planning isn’t very rational. That to which we attend first, tends to be more influential than that to which we attend later. Furthermore, the way in which we interpret or place a frame around specific information has a great impact on how this information is used. Many scientists have come to realize in recent years that the tool of measurement may have a greater impact on the outcome of the measurement than the phenomenon being measured. Thus, rational planners need to be very careful in formulating their initial questions regarding strengths, weaknesses, opportunities and threats, and must be very careful in their selection of measurement tools and criteria when seeking to answer these questions.

Pages 1 2 3 4 5 6 7 8 9 10 11 12
Download Article 1K Club
Load More Related Articles
Load More By William Bergquist
Load More In Concepts

Leave a Reply

Your email address will not be published. Required fields are marked *

Check Also

Effective Leadership: Vision, Values and a Spiritual Perspective

The five Best Practices of Legacy Leadership offer a wonderful foundation for constructing…