Archive for Organization

Analyzing Orwell’s Oceania (as a Dominator Organization)

August 28, 2009 / / No comments

Hi Lisa,Thank you for your illuminating pool of insights on the “dominator system” and “dominator paradigm.” I reflected on your comments all week-especially while walking to work over Vancouver’s Cambie Street Bridge.
Fear and punishment seem to be the dominant emotions fostered by dominator systems.

Orwell’s Oceania-a caricature of the ultimate exploitative and oppressive system-exemplifies the extreme end of organizational pathology. I thought it might be instructive to construct a profile of Oceania-its mission, vision, values and structure. As the example of the Chloe Factories (1999) shows, many organizations may not be too far from Oceania.
Organization of Oceania

Thesis: Organizations exhibit a propensity to malignant narcissism and radical mental manipulation.

Key Concepts:

§ Ingsoc-the prevailing philosophy.

§ Newspeak-the official written language of the Party

§ Doublethink-the officially induced trance state

§ Crimestop-party-protective stupidity

§ Goodthinkful-thinking in Party-approved ways

§ Blackwhite-unconditional obedience and unstinting abhorrence of enemies

 

The Psychological Profile of the Party

Organizational Vision

“A boot stamping upon a human face forever!”
Organizational Mission
1) “To conquer the whole surface of the earth”

2) “To extinguish once and for all the possibility of independent thought.”

 

Organizational Objectives

• Preserve hierarchical structure

• Preserve oligarchic privilege and power

• Protect the image of Big Brother as omnipotent and infallible

 
Organizational Climate

§ Dominated by fear and fanatical hatred of the “enemy”

Organizational [Psychopathic] Personality

§ Engrossed in its own image and impression management

§ Obsessed with the veneration and infallibility of Big Brother

§ Consumed with control

§ Contemptuous of the physiological, emotional, and spiritual needs of the people

§ Cruel

 
Organizational Program:

§ Eradicate all human qualities such as love, friendship, joy of living, laughter, curiosity, courage, and integrity

§ Execraete declared “enemies”

§ Torture and eliminate “dissidents”

§ Train children to place loyalty to the Party above human relationships

 

 Organizational Philosophy (Ingsoc):

 § Ingsoc has as its aim the preservation of power at all costs and even wages war simply to preserve its hierarchical structure-to the extent of bombing its own citizens.

§ All intelligent citizens are conditioned through fear to accept its worldview.

 

Organizational Technologies

§ Telescreen: utilized to monitor, control and discipline citizens; Members live from birth to death under the watchful eye of the Thought Police.

 

Organizational Culture

§ Crimestop [inability and unwillingness to think uncomplimentary things about the Party]. Crimestop is “protective stupidity,” in that it shields the Party from scrutiny. It is stopping a thought before it gets started, that is, at the threshold of consciousness.

Manifestations of Crimestop:

• the power of not grasping analogies
• failing to perceive logical errors
• misunderstanding the simplest arguments if they are inimical to Ingsoc
• being bored or repelled by any train of thought which is capable of leading in a heretical direction

§ Goodthinkful– habitually thinking and acting in Party-approved ways

§ Newspeak– is the official written language of Oceania. Though no one speaks Newspeak in 1984, it is steadily becoming the lingua franca of the New Order. Newspeak is not a medium of communication, per se, but, rather, a vocabulary intended to narrow the range of consciousness and to make thoughtcrime [any thought diverging from the official philosophy] impossible. Its purpose is not to facilitate communication but to enforce submission, as is the case with jargon in present organizations.

Newspeak is the language of the lie. Newspeak is carefully crafted to focus the range of thought, to enforce a uniformity of opinion, and to render ‘unorthodoxy’ thought impossible. It is at once the manifestation and cause of evil (Peck, 1983, p.242).

All the beliefs, habits, tastes, emotions, and mental attitudes of Oceania are designed to sustain the mystique of the Party. Newspeak is the language of manipulation and deceit. Its purpose is to subvert intellectual engagement and to perpetuate the Party’s myth of omniscience.

§ Blackwhite– has two contradictory meanings. On the one hand it means that if the Party says black is white, then it is white. When applied to opponents, it means utter inability to believe any utterance. In either case, blackwhite is the ultimate test of loyalty to the Party. One must not simply know that black is white, when the Party declares it to be so, but, rather, one must thoroughly believe that black is white. This kind of mental elasticity is made possible through doublethink.

§ Doublethink– is the ability to hold two contradictory opinions simultaneously. It is consciously induced unconsciousness (orthodoxy). Put another way, it is the ability “to be conscious of complete truthfulness while telling carefully-constructed lies.”
Anatomy of Doublethink:

• to tell deliberate lies while genuinely believing in them
• to forget any fact that has become inconvenient
• to deny the existence of objective reality while taking to account the reality which one denies

 Organizational Structure

• Ministry of Truth (promulgates propaganda)

• Ministry of Peace (perpetuates war)

• Ministry of Love (promotes torture)

• Ministry of Plenty (perpetuates starvation)

 

An excerpt from Organizational Behaviour In A Global Context, p.411:

The Choe Factories-Power Relations in the Workplace

“In the spring of 1999, the Choe factories, located in New York City, shut down operations due to wage claims from workers. The Choe factories operated as a contractor producing garments under an exclusive agreement for Donna Karan International. the workforce was comprised of 70 Chinese and Latina women. Workers were unionized under the Union of Needletrades Industrial and Textile Employees (UNITE).

Research carried out by the Center for Economic and Social Rights (CESR) found the organization, DKI, and the union representing the workers in violation of numerous international human rights. p.411

Over 12 years the workers were subjected to restrictions on movement and bathroom use, monitoring with surveillance cameras, unpaid overtime, and abusive supervision.

Constant surveillance meant that, if workers were to raise their head from their work, supervisors would immediately reprimand them by speakerphone, “No talking, work.” No one was permitted phone calls, even in emergencies, and phone activity was monitored by management. Lilia was not permitted to go to the bathroom (which was often padlocked) unless she had finished her piecework. Even drinking water was unavailable when the fountains on-site did not work.”

Bye for now,

Carman

Category: All Posts, Culture, Organization /

Creating healthy organizations

August 20, 2009 / / 2 comments

Carman,
In re-reading your post, http://www.creativeleadercoach.com/2009/06/22/our-house-from-carman-de-voer/ I continue to notice new levels of richness and meaning.

Freire describes some of the core insights of Partnership: “Any situation in which some individuals prevent others from engaging in the process of inquiry is one of violence” (Pedagogy of the Oppressed, p.66).

Yes, as Freire describes, domination is system of relations, including our relation to self. We are divided beings in as much as we internalize the voice(s) of dominant, controlling others. As young children, we tend to absorb parental and cultural moods, attitudes, and perspectives. It is, therefore, so often true that children of dominating parents (or of a hostile culture) struggle with self-criticism and self-doubt. In the Dominator paradigm, this is the position of feeling “less than” others. In this psychological literature, this is sometimes called “shame.”

Psychology also describes “projection” as a psychological defense mechanism. One way of copying with our “disowned […] feeling, wishes, needs and drives […] is to attribute them to others” (Bradsahw, 109). We may also gain some temporary relief from the pain of internalized oppression through identification with the oppressor (Bradshaw 106). When we identify with dominator (our externalized notions of power, prestige), we may experience ourselves as feeling “better than.” In this state, we may project undesireable characteristics onto others and “do unto others as has been done unto us.” It is, therefore, a truism that, in the absence of healing, people who have been abused, often become abusers themselves.

In a dominator system (such as is predominant in our culture), there is a tendency to either feel less than or greater than others, and whether one feels inferior or inferior can vary depending on time and circumstance.

Judgement appears to be the mechanism by which this occurs. Therefore, it is not surprising that it is common to fear the judgement of others — particularly those we perceive to have some level of power over our lives.

One dynamic for maintaining the “upper hand” in a dominator relationship is silencing, in which one does not permit others the privilege of speaking their truths. This dynamic may be internalized as self-silencing.

Codependency has been defined in a variety of ways. One pertinent definition is, “A pattern of coping which develops because of prolonged exposure to and practice of dysfunctional family rules that make difficult the open expression of thought” (http://www.winning-teams.com/codependent.html).

This same dynamic has been described in organizations. In the 8th Habit: From Effectiveness to Greatness, Stephen R. Covey describes the dynamics of codependency in organizations and how its negative effect on organizational effectiveness (17). For an excerpt, see:
http://books.google.com/books?id=XM8lWue6vQUC&pg=PA16&lpg=PA16&dq=leadership+codependency&source=bl&ots=9i5CVzn618&sig=YVd9e402EUHfsY4Vbi7GjwRLxzY&hl=en&ei=vO2JSrycEoPusQOj1ajPDQ&sa=X&oi=book_result&ct=result&resnum=6#v=onepage&q=leadership%20codependency&f=false

Author John Gardner writes, “Most ailing organizations have developed a functional blindness to their own defects. They are not suffering because they cannot resolve their problems, but because they cannot see their problems.” The perspective of each individuals and organization (which is ultimately shaped by its members) seems natural and normal; therefore, real alternatives may not be readily seen, or when seen, may seem counter-intuitive. Seeing alternatives, including personal and organizational health, is an imaginative act.

If we can label a core problem of contemporary organizations to be co-dependence, then, what might the literature of psychology and recovery have to teach us with respect to creating healthier, more flexible, collaborative, and creative environments?

Also, what is the relationship between a Partnership relationship and perspective (based on mutual thriving), coaching and the psychological-social paradigm of recovery?

Category: All Posts, Change, Coaching, Collaboration, Communication, Creativity, Culture, Innovation, Leadership, Learning, Organization, Partnership, Psychology, Values / Tags: , , ,

Leadership vs. Control by Guilt and Fear

August 14, 2009 / / 3 comments

In a recent post, Carman de Voer noted the distinction between leadership and management. These two different functions often converge within a particular role, but tend to draw upon different kinds of power. Management is associated with control, which is a highly reputable value and principle in most organizations. The process of management itself has been described as a feedback loop: managers “plan, organize and control” the work of the organization.

We have come to learn that the only relatively simple systems are subject to control in this sense; the interactions between the elements of more complex systems result in unpredictable outcomes. For this reason, particularly where the intelligence, creativity and committed contributions of organizational members are important to organizational outcomes, we have seen a shift from an emphasis on management to an emphasis on leadership.

Whereas management tends to rely on external rewards and punishments, leadership, particularly transformative leadership, seeks to align the self-actualization of organizational members with the self-actualization of the organization (the achievement of the organization’s mission and vision).

However, because leaders and managers, are still accountable for the contributions of their people, and their own jobs and careers are at stake, they usually feel some urgency around results.

The word “urgency” points to both importance and fear or anxiety. Another common term, which is used in conjunction with urgency is “edge.” (It might be useful to notice that intense focus and forward motion driven by vision and purpose, absent fear, has a very different tone).

Leaders then, very often experience some level of fear or anxiety — conscious or unacknowledged — and, the most common reaction to fear is to try to control others.

It’s useful to pause for a moment to consider: how do we, ourselves, attempt to exert control? What are the options? I once attended a workshop on power dynamics in which participants paired up on either side of a line. Each side was given the instruction that to win, they needed to get the other person to come over to their side of the line. Participants utilized a variety of strategies — including pleading, promising, guilting and dragging each other across.

In Spiritual Selling, sales and marketing expert, Joe Nunziata, describes the often unconscious strategies that people use to control others, and how these strategies are often employed in the workplace:

“Guilt [and shame] is the weapon of choice used by parents to control their children. […] In most cases, parents are not using guilt on a conscious level. They have absorbed guilt […] for generations and passed it on to their children. Innately parents know they can use this guilt to manipulate and control their children. Once the power of guilt is realized, it is then used in all areas of life. People begin to recognize the power of guilt in other situations. It can be applied to relationships, employees, coworkers, friends, and family. […]

“The desire to control and manipulate is driven by fear. The ego believes it will be safe if it can control people and the environment. This is why so-called control freaks are always micromanaging all aspects of work and the people involved with a project. There is an inherent fear that losing complete control of the situation will have disastrous results. […]”

“These same guilt and manipulation techniques are used in the business world. A sales manager may use the exact same process to motivate his or her people. Making salespeople feel they are not doing a good job can trigger similar feelings of guilt and shame. The intent is that they will start to feel bad and then have the desire to work harder. [Those who have read this blog for some time will recognize this dynamic as “The Wheel of Fear.”] The effectiveness of this approach depends on the makeup of the indiviudal. If similar techniques were used effectively by our parents they will transfer into the business world as well. You will be susceptible to the feelings of guilt you experienced as a child. […] Guilt and fear have long been viewed as the only way to motivate performance. Although the world has changed and some organizations are embracing more postiive techniques, a large majority are still trapped in this model. It is important to realize how powerful these unconscious traits are and how difficult they are to break…” (46-49).

Of course, external rewards, such as salary increases, bonuses, promotion, political capital, etc. are the “carrot” of this “carrot-and-stick” approach.

Hence, the organization tends to take on the characteristics of the family — too often, a dysfunctional one.

Transformational leadership, on the other hand, taps into a substantially different power dynamic in which the leader speaks to team members’ intrinsic motivations, to align the self-actualization of each team member with the self-actualization of the team or organization. In my opinion, coaching is a key component of transformational leadership. It cultivates the intelligent, creative energy of team members towards the achievement of overarching, meaningful goals. While recognizing distinctions in roles, it respects all organizational members, and builds the health and capability of the system…

What is the difference between healthy and unhealthy organizations?
How can we cultivate ever more healthy organizations?

References
Christie, L. “Getting Off Your Wheel of Fear” http://www.creativeleadercoach.com/2008/05/30/getting-off-your-wheel-fear/

Ibid. “Leaping Off the Hampster Wheel of Fear” http://www.creativeleadercoach.com/2008/06/15/leaping-off-the-hamster-wheel-of-fear/

De Voer, C. “Promethius and Transformative Leadership.”
http://www.creativeleadercoach.com/2009/08/09/promethius-and-transformative-leadership/

Nunziata, J. Spiritual Selling. Hoboken, N.J., Wiley, 2007.

Category: All Posts, Change, Coaching, Collaboration, Creativity, Culture, Innovation, Leadership, Organization, Partnership, Psychology, Rewards, Spirituality, Teams /

Forms of organization

July 6, 2009 / / No comments

Interesting article on forms of organization — hierarchal, market, and collaborative ..

http://www.heckscher.us/The%20evolving%20nature%20of%20professional%20work.doc

Category: All Posts, Organization /

Our House

June 22, 2009 / / One comment

Carman, Thank you, as always, for your post. Your contributions really enrich this forum. The dynamics you describe resonate with what Riane Eisler would call Dominator dynamics, which describe theory x organizations. In a Dominator culture, one is either one up or one down from others. It also invokes the dual-nature you describe (“Who is addressing me?”)

I am also reminded of the psychological dynamics in which people who are abused in some way, often abuse certain others, as a way of regaining their sense of personal power. You shared Freire’s quote, “Any situation in which some individuals prevent others from engaging in the process of inquiry is one of violence.” I think we are so accustomed to these more subtle forms of violence (as compared to physical violence) that they tend to be relatively invisible to us. I think it’s helpful for us to broaden our understanding of violence and coercion.

Eisler identifies the fundamental model of human relationships as the family, and that resonates with me. From that perspective, our organizations are, in a sense, the family or community model writ large.

I enjoy hearing about your walks and life. Have a terrific week!

Lisa

“We shape our dwellings, and afterwards our dwellings shape us.”

Hello Lisa,

Thank you for your discussion of consciousness in the context of organizational transformation. The sunshine of such examination shining through the tears of my lived experience has generated a rainbow of emotions and ideas. I will attempt to integrate some of these from your spectrum.

I especially enjoy the reference to Socrates who seemed to equate quality of life with self-examination. Freire put it this way, “Any situation in which some individuals prevent others from engaging in the process of inquiry is one of violence” (Pedagogy of the Oppressed, p.66).

Your post includes references to “supports,” “connections,” and “foundations.” The image of the house or “dwelling that shapes us” comes to mind. Freire likewise speaks about “the structure of thought” in the context of oppression. Speaking about the oppressed, Freire says, “their ideal is to be men; but for them, to be men is to be oppressors” (p.27). He suggests that employees actually “house” the boss and that this habitation both determines their identity as men and women, and dictates their actions towards one another. Freire describes this process as “hosting” the oppressor (p.30).

Elsewhere he says that the “boss” is “inside them” (p. 46). The consequence is “adhesion” to the employer (p.27) within a colonized consciousness which renders us dual beings, “they are at one and the same time themselves and the oppressor whose consciousness they have internalized” (p30). In this state we might ‘strike out at our comrades [or loved ones] for the pettiest reasons’ (p.44).

“It is a rare peasant who, once “promoted” to overseer, does not become more of a tyrant towards his former comrades than the owner himself” (p.28) “Their ideal is to be men [sic]; but for them, to be men is to be oppressors. This is their model of humanity” (p.27). According to this logic, we invariably take our work home with us because we house the “boss” within us. We are dual beings.

While I do concede that Freire is speaking about “peasants,” I also believe that the principles are applicable across a range of organizational experience. I am not suggesting that all employers are “oppressors.” Freire is primarily thinking about those who dehumanize others by treating them as “objects,” “things,” “inferiors,” “possessions.” Periodically, when a ‘comrade’ speaks about the work they are doing, or what “needs to be done” I want to ask, “Who is addressing me?” “Who is speaking to me?” because I sense that I am addressing a dual being. I confess that it’s difficult at times to know whose “voice” I am hearing—or what voice I am using. Many of us will, in fact, say “we” when speaking about our organization and its policies.

At times when I witness emotional fissures and interpersonal frictions I wonder to what extent we are expressing the duality dynamic Freire addresses. I also wonder to what extent sickness and stress are expressions of a conscious or subconscious inner battle between the individual and the employer?

Freire says, “The task of the humanists is to see that the oppressed become aware of the fact that as dual beings, “housing” the oppressors within themselves, they cannot be truly human” (p.70). He says that “liberation” is a childbirth, and a painful one (p.31). I am grateful to have a “midwife” like you Lisa to assist with such delivery.

Bye for now!

p.s. “we” are going for a seawall walk now.

Carman

Freire, Paulo. Pedagogy of the Oppressed. New York: Continuum, 2007.

Category: All Posts, Communication, Culture, Leadership, Organization, Partnership, Psychology /

The Unconscious in Organizational Transformation

June 17, 2009 / / One comment

Readers and writers who visit this blog are engaging with facinating and powerful questions and ideas.

One recent search term that brought someone to this blog was, “the role of the unconscious in organizational transformation.” It raises the topic of the unconscious in both personal, organizational and cultural dynamics and transformation.

What do we mean by unconscious? We’ve learned that unconscious patients perceive and process information — they hear what is said and what they hear can positively or negatively affect their recovery. So the unconscious is part of our experience, but it is unexamined experience. The unconscious also contains the connections between experiences. If you touch a hot surface and are burned, that information is there; and such connections are the raw components of belief. We also develop attitudes and orientations towards our experience: life is an adventure; life is an ordeal; people will help you or hurt you, etc. The connections we make are influenced by the events themselves, our orientation/attitudes — or interpretative lenses, pre-existing clusters of associations, and our received cultural beliefs — both explicit and implied. We look for evidence to support our existing beliefs; and receive biological rewards when we find them.

However, like the proverbial iceburg, most of our beliefs, including our interpretative lenses, are below our conscious awareness. And many of the foundations for these beliefs were set at in our earliest experiences, a time when we lacked our present insight and experience. Yet it’s these beliefs, orientations, lenses that are the locomotives of our lives. Hence, Carl G. Jung’s assertion that until we make the unconscious conscious, it will rule our lives and we will call it fate. This also resonates with Socrates’ “the unexamined life is not worth living.” Although I think Socrates overstates his case a bit, as a coach, I can testify that the examined life can become a great adventure, because when we examine many of our limiting beiefs, we find that they are actually not true.

The same principles apply with respect to organizations. It’s interesting to think in terms of a personal unconscious and a collective unconscious, the interaction amongst our unconscious beliefs, shaped by our personal and organizational histories. This is potentially a very fruitful area for organizational transformation. Thank you to our visitor for raising the topic.

Category: All Posts, Change, Coaching, Culture, Organization, Teams /

Silence and speaking in organizations

June 13, 2009 / / No comments

Hi Carman,
I apologize that it has been taking me so long to respond to your thoughtful and insightful posts. I appreciate your ongoing contributions to this endeavor!

Thank you (first) for your discussion of cultures of silence. The quote you chose from Charles Davis was a very apt illustration of how we internalize the power structures in which we participate:

“Exterior un-freedom causes interior un-freedom. A child first learns to talk or think aloud, then afterwards to think without voicing its thought.”

Deconstructive postmodernists (with whom I share both agreement and disagreement) have observed that assertions of truth are acts of power. This is very evident in a court of law, where attorneys put forth a view of reality which serves them and their clients. This is also true in dominator organizations, where authority and power are often perceived to arise (in part) from being “right” and where, in a circular way, might makes right. Certain views and positions become “legitimate” and others, which question or challenge these perspectives may be viewed as heritical or a power play. (1)

In the same way that in a dominator family, a child is shusshed for “talking back” or challenging parental authority, in dominator organizations, members may be admonished for raising perspectives and positions that challenge organizational orthodoxy. (This seems to come back to your post on orgaizations as theocracies…). And what is true of families and organizations is also true with respect to our larger institutions and culture.

So, in dominator organizations, organizational members learn to silence themselves, effectively internalizing the outer controls, so as to avoid “punishment.” This self-silencing can become so automatic, that we are barely consciously aware of it.

Further, it is also taboo to discuss the silencing itself. Because it pulls back the covers on power relationships, challenges the legitimacy and absoluteness of existing truth claims, and because there is the sensibility that “that war” was already fought and won,” raising the existance of the taboo tends to both threaten and irritate people. A very successful control structure maintains both the silence and suppression of awareness or discussion of the silence itself.

Conversely, speaking in our own voice is a form of self-assertion, of “power-from-within.” And, when we share our truths an perspectives as part of a mutually-respectful dialogue or larger conversation, this sharing can become the co-creative “power-with” in which the flow of energy and ideas in the group gives rise to broader insights and more powerful ideas than would be the case of a person acting singly. Master coach Karen Capello calls this the power of authenticity: http://www.creativeleadercoach.com/2009/01/03/power-of-authenticity/

It is the empowering, creative energy that organizations want and need. The challenge, as I see it, is that to be truly creative, many organizations need to rethink their assumptions about power and knowledge, and the role of leadership.

(1) This is not always true, of course. Alternative ideas may be considered within certain bounds, depending on both the idea and the speaker. (This speaks to the concept of rhetorical communities).

http://www.creativeleadercoach.com/2008/04/09/suppression-of-upwards-communication-in-traditional-organizations/

Category: All Posts, Collaboration, Communication, Creativity, Culture, Diversity, Innovation, Leadership, Organization, Partnership, Philosophy, Teams /

Making objects of people and the ethos of domination

May 30, 2009 / / One comment

Hi Lisa,

Thank you for the opportunity to engage in creative communion–and to make the “unconscious conscious.” I believe it was systems scholar Bela Banathy who said, “the beginning of wisdom is to call things by their right names.”

I have begun to question the traditional labor market [employer-employee] nomenclature as an example of such mislabeling. When we strip away the legal lacquer and peel back the political politeness a master-slave paradigm appears to be the underlying animus.

Freire calls “domination” a “fundamental” phenomenon:

“I consider the fundamental theme of our epoch to be that of domination—which implies its opposite, the theme of liberation, as the objective to be achieved. In order to achieve humanization, which presupposes the elimination of de-humanizing oppression, it is absolutely necessary to surmount the limit-situations in which people are reduced to things.” Pedagogy of the Oppressed, p.84.

I contest the confining of domination to “our epoch.” The myth of Erysichthon and Ceres suggests that slavery is more ubiquitous and persistent than many may want to concede:

Erysichthon [Earth-tearer] was a rich and impious man who cut down a tree from the sacred grove of Ceres [mother earth] for his banqueting hall. By cutting down the tree, he had killed a dryad nymph [oak tree productive force]. The other dryads called upon Ceres [mother earth] to avenge their sister.

Ceres inflicted Erysichthon with insatiable hunger. No matter what Erysichthon ate, he could quell his hunger for more food. Erysichthon sold everything he had, for food, until he had nothing left but his daughter, Mestra [teacher]. He sold her too!

While on the seashore awaiting possession by her owner, Mestra prayed to Poseidon [the sea] to save her from slavery. She was then given the ability to shift-change—first a fisherman, then a mare, an ox, a bird, and so on.

Mestra escaped from her master and returned to her father who saw endless opportunity to make money by her. Driven by hunger, Erysichthon sold his daughter off, like livestock, into slavery, for a great deal of money to buy more food. But all the money she earned was not enough. Finally, driven to despair, he consumed himself.

Some observations and questions:

1. Is “domination” the exception or the rule? I suspect scholars have been tip-toeing around this issue.

2. The Oxford Dictionary of Current English (1996) defines slave thus: 1) captive 2) person owned by and has to serve another, 3) machine or part of one, directly controlled by another—Morgan’s Machine Metaphor immediately comes to mind.

3) Erysichthon sold his daughter off, like livestock. Our word chattel [movable “property”] originally meant livestock.

4) Moderns recoil at the suggestion of slavery as an organizational norm. “You are always free to leave,” they say. But if the assumptions underlying the master-slave, owner-owned, subject-object relationship greet the “runaway,” then how is that liberating?

Your thoughts Lisa?

Reference

Freire, Paulo. Pedagogy of the Oppressed. New York: Continuum, 2007.

Category: All Posts, Change, Ethics, Organization, Partnership, Psychology /

Towards a Learning Organization (A presentation by Carman De Voer Mais)

April 13, 2009 / / 2 comments

Carman De Voer Mais has developed a fresh and insightful PowerPoint presentation on learning organizations. He makes the important point that becoming a learning organization isn’t something that “patched on” to the existing organizational paradigm, but rather a transformation of both the paradigm and the players.  I’m going to try to share that presentation with you here.  This is my first attempt to provide a file link in WordPress, so it may take a few tries …

Carman, I hope your cold has lifted!

Lisa

Thinking Creatively, Building Effectively by Carman De Voer Mais

Category: All Posts, Change, Creativity, Culture, Design, Ethics, Leadership, Organization, Partnership, Rewards, Spirituality, Values /

More on humanizing systems (and the brain)

February 22, 2009 / / 2 comments

Hi Carman, As always, your posts are both intellectually enriching and poetic.

Years ago, Alfonso Montuori and I wrote an essay on how our philosophical paradigm and guiding metaphors have shaped organizations and leadership, and created the blind spots that now limit organizations. A very perceptive reviewer suggested the article would be all the more impactful if it was written from the voice that naturally emerges from the perspective we descibe. You write in that voice.

You make an excellent point about humanizing systems, and I appreciate your references to Weber and Havel. It raises the question: Are we meant to serve our systems, or are they meant to serve us?  There is so much more to be said here about human and social psychology in a “mechanistic system” or a “theocracy.”  But, for the moment, I, too, am drawn to explore more creative and fulfilling possibilities. ..

Towards that end, I would like to offer an additional perspective. In our essay, Alfonso Montuori observes that we tend to emphasize and value either the individual or the group — one in opposition to the other. For example, capitalism vs. communism; the lone hero fighting the oppressive organization.

However, Montuori also observes that sense of opposition itself reflects a worldview of separation (which I would loosely associate with our ideas of left brain cognition).  Rather, from a systems point of view, he suggests, it’s a matter of “both/and. ” The organization and individual are part of a single continuum. In a sense, each is in and shapes the other.  In a healthy organic system, groups exist to serve their members, and members serve the group so that it continues to sustain them. We could also add that a healthy organic system also recognizes that its own sustainability requires a healthy environment…    

A key distinction between a healthy organic system and bureaucratic systems is that, as rational systems, bureaucratic systems tend to make objects of their members. Using the machine analogy, the “subject” is the operator of the machine, and the experience of organizational members is not considered as important as the economic and other outcomes of the organizational machine. Often it could be said of these organizations that the experience of organizational members only makes a difference in so much as as it affects the bottom line.

This machine also exists inside many of its members — who learn not to value our own subjective experience.  For example, there have been times in my organizational career, where I had so much to do (produce) that I literally felt machine-like and disconnected from my feelings.

My perspective is that in a hierarchal, bureacratic system (which emphasizes external power relations), we are enculturated to feel primarily those emotions associated with our dynamic place in the pecking order: anxiety, anger, depression and for the lack of a better word, “glory.” But, in as much as we are encouraged to subordinate the quality of our experience to economic and other outcomes, there is an inclination to shut down other feelings, including empathy, which is considered to be “soft” and “feminine” and therefore, less appropriate to an organizational environment.

Being a biological organism myself 🙂 I believe that when one of my bodily subsystems is in distress (or very healthy), I feel it — either unconsciously or consciously.  Conversely, when I am happy or in distress, every system in my body is impacted by that.  In other words, I think that the quality of holism arises, at least in part, from mutual feeling (of parts and the whole).  [I’m very influenced in this train of thought by Alfred North Whitehead’s process philosophy.]

So, I think the restoration of feeling and the revalorization of the quality of our subjective and inter-subjective experience is key to a more cognitively balanced (Partnership) approach to organizations…  To come full circle, this is a quality I hear in your writing.

thank you so much for this inspiring conversation!

Category: All Posts, Communication, Leadership, Organization, Partnership, Philosophy, Psychology, Rewards, Teams, Values /
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