Les 20 ans de SoL France

Les 20 ans de SoL France

Cette année, SoL France http://www.solfrance.org/ fête ses 20 ans. Cette communauté apprenante avait été lancée par un petit comité d´enthousiastes marqués par la foi, l´énergie et les croyances d´Irène Dupoux-Couturier. Irène a mis en rapport des tas de gens dans le monde et s´est investie pour transformer les mentalités.

Personnellement, je suis rentré en contact avec le réseau SoL en 2005, lors du Forum mondial à Vienne. Dans ce Forum, j´ai rencontré Etienne Collignon.

En plus des nombreuses conversations avec Irène et avec Etienne, ces 12 dernières années j´ai eu à échanger et à collaborer avec d´autres membres de SoL France (Alain de Vulpian, Jacques Chaize, Agnès Cabannes, Pierre Goirand, Olivier Arnoud, Lorraine Margherita, Elysabeth Martini, Danièlle Darmouni, Marion Chapsal, Sylvie Mattera, Camila Amaya Castro, etc.), surtout lorsque cette communauté a organisé le Global Forum en 2014, à Paris. Des vrais croyants des systèmes humains apprenants, je dois dire, des personnes qui ont beaucoup investi sur l´apprentissage des organisations.

Pour moi, qui suis en contact avec la société française depuis belle lurette, j´ai senti une concomitance entre les apprentissages de SoL France et l´évolution de la France vers un pays qui à commencer à croire dans une nouvelle forme d´apprendre et de prendre ses opportunités.

En plus d´une publication d´anniversaire, SoL France prépare un évènement du 6 au 9 novembre avec la plus que probable présence de Peter Senge. En tant que Chairman de Global SoL, nous donnerons notre appui à la nouvelle équipe de SoL France.

Five Business Containers for Collaborative Leadership

Five business containers for collaborative leadership

In a previous post, I mentioned how relevant organizational containers are to help self-organize individuals and teams activities. I´m focusing myself on five containers:

  • Adopting a systemic model: each pillar in the model helps to explain both individual and team activities.
  • Generating future business scenarios: plausible futures help to expand individual and team perspectives; desired future requires individuals and teams willing to share a vision.
  • Sharing common vision and brand architecture: brand claim, touch points and storytelling fixes individual and team desired interactions with clients.
  • Developing business principles and cultural identity awareness: business principles pose individual limits to collective action; they are often connected to brand touch-points.
  • Creating a sustainable collaborative habitat: multi-system learning communities become containers for adding individual value and for learning how to expand business.

Implementing any of the above container requires both individual and collective learning mostly through a collaborative conversations process. Collaborative leadership implies influencing system learning and adaptation through the selected container, while been sensitive to individual and team resistances to learn and adapt.

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership

Communities in Collaborative Leadership

Communities in Collaborative Leadership

communities

If client experience is part of your brand promise, then learning communities might be relevant collaborative leadership containers to deliver your brand promise to clients. Both client experience and brand promise are strongly connected to improve people agency. What questions shall we address to inter-connect these three circles? (see above).

How do we incorporate clients voice internally? What collaborative technology shall we use to improve people agility and agency? What client-centered conversations are relevant? Do people need to learn collaborative leadership approaches in order to align individual skills and collective capabilities to brand promise? How do we balance between thinking, talking and doing? What transformation should happen at power organizational pillar in order to improve people agency? As organization, can we live in a sort of free-style liberated mode? How could we use the 6PM to set an organizational container?

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership

Building the Body of a Collaborative Leader

Building the body of a collaborative leader

Millions of words have been written about leadership. Some absolutely stellar authors have broadened our thinking and gifted us with brilliant insights on the topic. The lion’s share of the literature on leadership focuses on the individual as leader. Leadership as a collective art form is not as widely written about. A growing segment of leadership studies is focusing on what is often termed “presence”, which explores how an individual can embody leadership in ways that cause people to automatically respond, usually at an unconscious level, to their message. Leaders with a high degree of presence generally exude a grounded sense of confidence that engenders trust – which is foundational for collaborative leadership. Collaborative leadership is concerned with both embodied presence and the kinds of collective processes that lead to higher functioning teams.

The role of language

In collaborative leadership, both individual presence and collective processes are closely tied to understanding the role of language, or more properly “languaging.” Languaging is a term coined by Chilean biologist Humberto Maturana referring to the active nature of observing, listening, speaking, gesturing, interpreting and creating knowledge that is inherent in our use of language.

Maturana posits that people live in language and that language is what gives rise to rationality. However, he also points out that “Every rational system is formed with premises based on emotions, not reason… All rational systems are formed with premises accepted from desires, likings, and preferences; from emotion… What guides our living are emotions, likings, preferences, fears. Where we orient ourselves in our living depends in what interest us, what we like, what we fear, what we reject. And based on that we make explanatory rational systems trying to give it form or (create) a logical argument to what we do.” (emphasis added.) [From a transcript of a radio interview given by Maturana in 2013.]

The role of emotions

This idea, that all rational systems are based on emotions goes against the grain of many core tenants in the world of traditional leadership. A world where numerous attempts are made to appeal to people’s reason in the mistaken belief that reason will trump emotion. Shifting our stance to recognize the primacy of emotions over rationality brings us to the domain of the body, or soma as the Greeks termed it. Soma and somatic refer not simply to the flesh and bones of our bodies, but to the exquisite, innate living intelligences inherent in our bodies. Millions of years of evolution have imbued us with multiple intelligences far too often overlooked in the world of business. Were he alive to witness it, René Descartes would be greatly chagrined to see how modern neuroscience is demonstrating that the mind and body are not separate, but function as an unbroken and integral whole.

Ask yourself, what is it that lets us know instantly when we walk into a room who we are drawn to speak with and whom we want to steer clear of? How is it that we intuitively recognize people we can trust and those who make us uneasy? These intuitions are not the product of “rational” processes; they are the work of multiple somatic intelligences. Nearly everyone I’ve ever spoken to about this topic has stories of ignoring their “gut” when making a decision where all the reasons lined up but something just didn’t quite “feel” right and they later came to regret their course of action.

Notice the vocabulary here. We think with our heads and we feel with our guts. Most of us live inside cultures where enormous value is placed on our cognitive abilities, and emotions are marginalized – thought of as distractions at best and hindrances to be avoided at worst. But if we pay close attention we will discover that we make decisions based on emotions first and then seamlessly move into creating reasons (rationalizations) for why we are choosing our path of action, tricking ourselves in the process into thinking that it is our reason that is guiding our choices.

Collaborative leadership is body-centric

It begins with recognizing that the ability to calm our bodies down and keep our emotions positive is at the core of being able to engage with people in ways that make them want to join in any kind of collaborative effort. Creating the conditions where people feel safe to express divergent perspectives, and feel appreciated for gifts and talents is a prerequisite for collaboration. The minute we engender either fear or defensive behaviors we effectively shut down the learning process. And learning lies at the heart of collaboration and leadership. Without learning we stand still in a rapidly changing world, a recipe for disaster.

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership

El temor al fracaso del emprendedor

En el taller de emprendedores que tuvimos este miércoles con TeamFactory www.teamfactory.fr en Paris trabajamos la problemática de dos emprendedores. Ambos proyectos están en estado embrionario, lo que significa que estas dos personas ni siquiera están preparadas para compartir el sentido de su proyecto.

  1. El primer relato es el de alguien que está en el desempleo y que comparte con el grupo la duda de si quiere continuar siendo trabajador por cuenta ajena, o iniciar la aventura como emprendedor. Señala que “ve mucha niebla…que quiere probar pero que se topa con un muro…”, comienza a imaginar obstáculos…el muro y la niebla aparecen varias veces ante sí.
  2. El segundo caso es el de alguien que aspira a “hacer de la tierra su proyecto”…no queda claro si se refiere a cuidar del planeta Tierra o a ser horticultor. Su relato se dispara por momentos…se vuelve aéreo….incluso cósmico. Una vez contenida esa ansiedad…una vez aterrizado…traído a lo concreto y al momento presente, su relato se afina.

Doy esta breve descripción para señalar varias vivencias que tratamos en esta sesión:

  • El emprendedor conoce momentos de ansiedad, la cuál es una reacción defensiva ante el temor que siente. Cuando una persona está ansiosa, sólo atiende a su ansiedad, es decir, hace lo posible para tratar de calmarla (Ej.: comiendo). La mejor ayuda que se le puede dar es relajarse para bajar su ansiedad.
  • El temor del emprendedor es en general un temor a “no saber”, a no tener criterio sobre su verdadera capacidad. Esto tortura a muchos. Se trata de un temor a mostrarse incompetente, a que los clientes no le compren su capacidad. Por eso muchos emprendedores no consiguen madurar su proyecto. No acceden al estado de ambición, se quedan por debajo de un umbral que les protege de su propio miedo y de la ansiedad que se deriva del mismo.
  • La fantasía de incompetencia y el temor al fracaso que se deriva, se hace más presente en aquellos emprendedores que no completaron una formación superior. He conocido estos años emprendedores muy buenos de oficios manuales/artesanos pero que sienten que su hándicap está en  “hablar bien” (Ej.: dialogar o asesorar a sus clientes), o en “hacer las cuentas” (Ej.: preparar una oferta/presupuesto para un cliente).

Estos son motivos suficientes por los que el emprendedor deberá desarrollarse siempre en grupo. La soledad y la ausencia de reconocimiento le endurecen, le limitan y a menudo le hacen muy vulnerable. Su propia ignorancia le hace desconfiado, teme que le engañen y se aprovechen de él. El grupo de desarrollo es un entorno protegido. Podrá traer al grupo sus dudas, sus ignorancias y sus limitaciones.