{"id":2282,"date":"2009-08-19T23:39:50","date_gmt":"2009-08-20T07:39:50","guid":{"rendered":"http:\/\/chriscorrigan.com\/parkinglot\/?p=2282"},"modified":"2009-08-19T23:39:50","modified_gmt":"2009-08-20T07:39:50","slug":"describing-participatory-leadership","status":"publish","type":"post","link":"https:\/\/www.chriscorrigan.com\/parkinglot\/describing-participatory-leadership\/","title":{"rendered":"Describing participatory leadership"},"content":{"rendered":"

Sometimes we describe what we do with practing the Art of Hosting as bringin participatory leadership to life. \u00a0THis can be a major shift in some people’s way of thinking. \u00a0To describe it, Toke Moeller sent this around a few days ago – an explanation of participatory leadership in one sentence.<\/p>\n\n\n\n
How do you explain participatory leadership in one sentence?<\/span><\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

<\/span><\/strong><\/p>\n

o <\/span><\/span><\/span>Imagine\u201d a meeting of 60 people, where in an hour you would have heard everyone and at the end you would have precisely identified the 5 most important points that people are willing to act on together.<\/span><\/p>\n

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o <\/span><\/span><\/span>When appropriate, deeper engagement of all in service of our purpose.<\/span><\/p>\n

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o <\/span><\/span><\/span>Hierarchy is good for maintenance, participatory leadership is good for <\/span>innovation and adapting to change.<\/span><\/p>\n

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o <\/span><\/span><\/span>Complements the organigramme units with task force work groups on projects.<\/span><\/p>\n

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o <\/span><\/span><\/span>Look at how well they did it in DG XYZ \u2013 We could be the ones everybody looks at.<\/span><\/p>\n

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o <\/span><\/span><\/span>Using all knowledge, expertise, conflicts, etc. available to achieve the common good on any issue.<\/span><\/p>\n

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o <\/span><\/span><\/span>It allows to deal with complex issues by using the collective intelligence of all people concerned & getting their buy-in.<\/span><\/p>\n

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o <\/span><\/span><\/span>Participatory Leadership is methods, techniques, tips, tricks, tools to evolve, to lead, to create synergy, to share experience, to lead a team, to create a transversal network, to manage a project, an away day, brainstorming, change processes, strategic visions.<\/span><\/p>\n

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o <\/span><\/span><\/span>Consult first, write the legislation after.<\/span><\/p>\n


\n<\/span><\/p>\n

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Traditional ways of working<\/span><\/strong><\/p>\n<\/td>\n

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Participatory leadership complementing<\/span><\/strong><\/p>\n<\/td>\n<\/tr>\n

Individuals responsible for decisions<\/span><\/td>\nUsing collective intelligence to inform decision-making <\/span><\/span><\/td>\n<\/tr>\n
No single person has the right answer but somebody has to decide<\/span><\/td>\nTogether we can reach greater clarity – intelligence through diversity<\/span><\/td>\n<\/tr>\n
Hierarchical lines of management<\/span><\/td>\nCommunity of practice<\/span><\/td>\n<\/tr>\n
Wants to create a FAIL-SAFE environment<\/span><\/td>\nCreates a SAFE-FAIL environment that promotes learning<\/span><\/td>\n<\/tr>\n
Top-down agenda setting<\/span><\/td>\nSet agenda together<\/span><\/td>\n<\/tr>\n
I must speak to be noticed in meetings<\/span><\/td>\nHarvesting what matters, from all sources<\/span><\/td>\n<\/tr>\n
Communication in writing only<\/span><\/td>\nAsking questions<\/span><\/td>\n<\/tr>\n
Organisation chart determines work<\/span><\/td>\nTask forces\/purpose-oriented work in projects<\/span><\/td>\n<\/tr>\n
People represent their services<\/span><\/td>\nPeople are invited as human beings, attracted by the quality of the invitation<\/span><\/td>\n<\/tr>\n
One-to-many information meetings<\/span><\/td>\nA participatory process can inform the information!<\/span><\/td>\n<\/tr>\n
Great for maintenance, implementation (doing what we know)<\/span><\/td>\nWhen innovation is needed \u2013 learning what we don’t know, to move on \u2013 engaging with constantly moving targets<\/span><\/td>\n<\/tr>\n
Information sharing<\/span><\/td>\nWhen engagement is needed from all, including those who usually don’t contribute much.<\/span><\/td>\n<\/tr>\n
Dealing with complaints by forwarding them to the hierarchy for action<\/span><\/td>\nDealing with complaints directly, with hierarchy trusting that solution can come from the staff<\/span><\/td>\n<\/tr>\n
Consultation through surveys, questionnaires, etc.<\/span><\/td>\nCo-creating solutions together in real time, in presence of the whole system<\/span><\/td>\n<\/tr>\n
Top-down<\/span><\/td>\nBottom-up<\/span><\/td>\n<\/tr>\n
Management by control<\/span><\/td>\nManagement by trust<\/span><\/td>\n<\/tr>\n
Questionnaires (contribution wanted from DG X)<\/span><\/td>\nEngagement processes \u2013 collective inquiry with stakeholders<\/span><\/td>\n<\/tr>\n
Mechanistic<\/span><\/td>\nOrganic \u2013 if you treat the system like a machine, it responds like a living system<\/span><\/td>\n<\/tr>\n
Top down orders \u2013 often without full information<\/span><\/td>\nTop-down orders informed by consultation<\/span><\/td>\n<\/tr>\n
Resistance to decisions from on high<\/span><\/td>\nBetter acceptance of decisions because of involvement<\/span><\/td>\n<\/tr>\n
Silos\/hierarchical structures<\/span><\/td>\nMore networks<\/span><\/td>\n<\/tr>\n
Tasks dropped on people<\/span><\/td>\nFollow your passion<\/span><\/td>\n<\/tr>\n
Rigid organisation<\/span><\/td>\nFlexible self-organisation<\/span><\/td>\n<\/tr>\n
Policy design officer disconnected from stakeholders<\/span><\/td>\nDirect consultation instead of via lobby organisations<\/span><\/td>\n<\/tr>\n
People feel unheard\/not listened to<\/span><\/td>\nPeople feel heard<\/span><\/td>\n<\/tr>\n
Working without a clear purpose and jumping to solutions<\/span><\/td>\nCollective clarity of purpose is the invisible leader<\/span><\/td>\n<\/tr>\n
Motivation via carrot & stick<\/span><\/td>\nMotivation through engagement and ownership<\/span><\/td>\n<\/tr>\n
Managing projects, not pre-jects<\/span><\/td>\nBetter preparation \u2013 going through chaos, open mind, taking account of other ideas<\/span><\/td>\n<\/tr>\n
Focused on deliverables<\/span><\/td>\nFocused on purpose \u2013 the rest falls into place<\/span><\/td>\n<\/tr>\n
Result-oriented<\/span><\/td>\nPurpose-oriented<\/span><\/td>\n<\/tr>\n
Seeking answers<\/span><\/td>\nSeeking questions<\/span><\/td>\n<\/tr>\n
Pretending\/acting<\/span><\/td>\nShowing up as who you are<\/span><\/td>\n<\/tr>\n
Broadcasting, boring, painful meetings<\/span><\/td>\nMeetings where every voice is heard, participants leave energised<\/span><\/td>\n<\/tr>\n
Chairing, reporting<\/span><\/td>\nHosting, harvesting, follow-up<\/span><\/td>\n<\/tr>\n
Event & time-focused<\/span><\/td>\nGood timing, ongoing conversation & adjustment<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

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Sometimes we describe what we do with practing the Art of Hosting as bringin participatory leadership to life. \u00a0THis can be a major shift in some people’s way of thinking. \u00a0To describe it, Toke Moeller sent this around a few days ago – an explanation of participatory leadership in one sentence. How do you explain participatory leadership in one sentence? o Imagine\u201d a meeting of 60 people, where in an hour you would have heard everyone and at the end you would have precisely identified the 5 most important points that people are willing to act on together. o When …<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"_wpas_customize_per_network":false},"categories":[29,22,16,7],"tags":[],"class_list":["post-2282","post","type-post","status-publish","format-standard","hentry","category-art-of-hosting","category-collaboration","category-leadership","category-organization"],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack_shortlink":"https:\/\/wp.me\/piBp1-AO","jetpack-related-posts":[],"jetpack_sharing_enabled":true,"jetpack_likes_enabled":true,"_links":{"self":[{"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/posts\/2282","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/comments?post=2282"}],"version-history":[{"count":1,"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/posts\/2282\/revisions"}],"predecessor-version":[{"id":2283,"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/posts\/2282\/revisions\/2283"}],"wp:attachment":[{"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/media?parent=2282"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/categories?post=2282"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.chriscorrigan.com\/parkinglot\/wp-json\/wp\/v2\/tags?post=2282"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}