Home » command-and-control
Our bookmarks on this topic are also at pinboard.in/u:unison/t:command-and-control/
From strategy+business: Control: It’s the essence of management. We’re trained to measure inputs, throughputs, and outputs in hopes of increasing efficiency and producing desired results. In a world of linear processes, such as in the factories of the Industrial Age, that made sense. But in today’s knowledge economy, where enterprises are complex, adaptive systems, it’s counterproductive.
From Roger Schwarz: If your leadership team isn’t getting the results it needs, the cause may be your (and your team’s) mindset. Mindset is the set of core values and assumptions from which you operate. It is your way of seeing that shapes your thoughts, feelings, and behavior.
The research and my more than thirty years working with leaders and their teams reveal that in even moderately challenging situations virtually all leaders use a mindset that undermines team results—what I call a “unilateral control” mindset. When you use a unilateral control mindset, you try to achieve your goals by controlling the situation. You try to influence others to do what you want them to do while not being influenced by others. When you’re working with people who see things differently from you, the essence of your mindset is simple: I understand the situation, you don’t; I’m right, you’re wrong; I will win.
From Adam Kahane: If we choose to try to change the future, then we must choose how. More often than not, we choose to push. We have an idea of the way we think things ought to be, and we marshal our resources — arguments, authority, supporters, money, weapons — to try to make it so. But often when we push, others push back, and we end up frustrated, exhausted, and stuck. Over and over we encounter such stuck situations, in all kinds of social systems: families, teams, communities, organizations, nations.
From Gretchen Rubin: A person with “oppositional conversational style” is a person who, in conversation, disagrees with and corrects whatever you say. Maybe in a friendly way, maybe in a belligerent way, but their remarks are framed in opposition to whatever you say.
From FastCompany: Our economy is based on domination, not collaboration. If we’re going to stop burning through all our resources, that will need to change.
From Jeff DeGraff at ChangeThis: There are four fundamental forces that pursue competing values and pull us and all the constituents in our situations in different directions: Collaborate, Create, Compete and Control. These forces drive or thwart growth in dyadic oppositions: Collaborate vs. Compete and Create vs. Control. The paradox of growth is that it is born from the tension and constructive conflict of these opposing forces and their agents.
From Doug Borwick at Engaging Matters: Art has been an authority-based industry. Experts decide what cultural experiences to provide. The public’s job (when the public has had a job) has been to appreciate them. While, as I have often remarked, this is not true of the whole history of the arts in all cultures, it is true of the European-rooted art forms that are the focus of much of the not-for-profit arts industry in the U.S. With the rise of “participatory culture” built upon online communication tools, people are no longer content to passively accept what experts offer them. They have an expectation of input. This is not a trend that will fade.