Do we as leaders live with the assumption that we know enough to deal with the high demands of an ever-changing world? Are our organisations not valuable repositories of experiential knowledge?
I can acknowledge that I did not understand how to use experiential knowledge effectively in the context of a purposive firm.[separator style_type=”none” top_margin=”5″ bottom_margin=”5″ sep_color=”” icon=”” width=”” class=”” id=””]
My lived experience indicates not fully acknowledging the spontaneous intuitive performance of the actions of daily life, which shows ourselves to be knowledgeable in a very special way: “It seems right to say that our knowing is in our action”, and we display skills for which we cannot state the rules and procedures. Stimulated by surprise we often turn thought back on action and on the knowing which is implicit in the action (Schön, 1991). Schön adds “there is nothing strange about the idea that a kind of knowing is inherent in intelligent action. Common sense admits the category of know-how, and it does not stretch common sense very much to say that the know-how is in the action” (Schön 1991: p. 50).[separator style_type=”none” top_margin=”5″ bottom_margin=”5″ sep_color=”” icon=”” width=”” class=”” id=””]
I’m suggesting there is a need is to invite in multiple perspectives that permit reflection on the limits of our ideologies, or personal authority. Inviting in the notion that one system of self organisation is in some way partial or incomplete, and is friendlier towards contradiction and oppositeness (Kegan, 1994) enables a more effective use of knowledge by developing a different consciousness. Dialogue rather than with fixed and opposite views, and can be used as a tool for exploring gaps in knowledge between leaders, individuals and groups, the assumptions we might hold about each other, as a resource for updating and co-creating expectations.[separator style_type=”none” top_margin=”5″ bottom_margin=”5″ sep_color=”” icon=”” width=”” class=”” id=””]
Do we not as managers then become craftsmen and a practice of the art of the managing which cannot be reduced to explicit rules and theories. Implicating managers who have become increasingly sensitive to the phenomenon of uncertainty, change and uniqueness seems to support the need for decision making by managers is s become a form of art. Confronted with unique situations to which must we not respond under conditions of stress that requires ‘intuition’, a dimension of professional work that crucially important to effective performance. How do we address uncertainty, uniqueness, instability and value conflict.-if we are not talking to each other?[separator style_type=”none” top_margin=”5″ bottom_margin=”5″ sep_color=”” icon=”” width=”” class=”” id=””]
Take The Challenge: Grow Yourself And Your Business
Kieth Deats is a specialist in Equality-Based Practice and has committed his lifetime’s work and doctoral practice study to addressing equality at every level of society as a practitioner. He is driven to enable this with individuals, teams and leaders.
Kieth partners with peer practitioners and entrepreneurs, working to develop frameworks that introduce and integrate Equality-Based practices and management actions to update and evolve their enterprises. The goal is to sustain and increase rates of growth, with a determination to see each other’s success and the well-being of leaders and their organisations as a priority for Modern Enterprise.
Kieth is available to give talks, and enable the design and implementation of Equality-Based Practices in your own settings, and is contactable via www.recree8.com.[modal name=”contact-kieth” title=”” size=”small” background=”” border_color=”” show_footer=”yes” class=”” id=””] [contact-form-7 id=”342″ title=”Contact Us Form”] [/modal]