In most complex settings, most of us do not know what to do (one of the 3 moments of leadership, is acting as if you do know). Yet, in such complex settings, we often pretend that we do know what to do, or what needs to be done. We often think of ‘leaders’ as those people who ‘know what needs to be done’ when the rest of us do not. They are active; we are passive. This kind of dynamic generates forms of regulation that stifle innovation – in extreme forms, I give up my agency to the leader, and leave them to decide for me.
- what might we be able to do to develop the capacity to lead in ways which take the issue of having to do something seriously, yet in circumstances where I do not know what to do?
- how might we need to relate to one another in order to keep open the possibility of this kind of capacity?
- how might a leader act when both she and those following her don’t know what to do?
- how might a follower act in such a setting?
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Slingshot