%% #📓 #📚 #🔴 %% # Leadership and the New Science **Author:** Margaret Wheatley **Citation:** Wheatley, M.J. (2006). _Leadership and the new science: Discovering order in a chaotic world._ (3rd ed.). Berrett-Koehler Publishers, Inc. --- # Abstract ~ 3 Sentence Summary ## Key Takeaways # Notes & Important Ideas ### Chapter > [! abstract] Chapter Summary ## Connections to Other Materials ### [[Does a shared vision require a shared why]]? Wheatley echoes Kouze's & Posner's (2017) assertion that a leader must [[Model the Way]] and [[Inspire a Shared Vision]]. According to Hemerling in his TED talk, *[5 Ways to Lead in an Era of Constant Change,]([https://www.ted.com/talks/jim_hemerling_5_ways_to_lead_in_an_era_of_constant_change?referrer=playlist-tips_for_inclusive_leadership#t-276664](https://www.ted.com/talks/jim_hemerling_5_ways_to_lead_in_an_era_of_constant_change?referrer=playlist-tips_for_inclusive_leadership#t-276664)* vision is more than a goal, it's a connection to purpose. Even if we have a shared vision of what we're trying to do (goal) do we also need to have a shared why (purpose)? --- ### [[Community of truth is an example of quantam view]] Both Wheatley and [[Parker Palmer]] argue for embracing a both-and view to co-creating reality. In *[[The Courage to Teach - Palmer 2017|The Courage to Teach]],* Palmer advocates for a model of a [[community of truth]]. Wheatley suggests that this process should focus less on planning and more on creating conditions for people to work together. In organizations, how do we practically set aside Newtonian thinking and embrace a quantam view? --- # Personal Reflection & Application ### Strategic thinking instead of strategic planning The first bit of Wheatley's (2006) _New Science_ that really challenged me personally is the perspective that "acting should precede planning" (p. 37-38). I am definitely a thinker and planner. I recognize the importance of action and am very effective in implementation, but it's not my favorite part. To the contrary, I geek out over strategic planning - I'm one of the few, odd people who love it. I've always found that to be one of my strengths as I am generally surrounded by people who just want to get started on the action without giving any thought to planning. To me, action without a plan seems reckless and potentially ineffective. But I don't think Wheatley (2006) is arguing to abandon planning altogether, just the traditional model of strategic planning that presumes to respond to an environmental demand. Instead we should focus on strategic thinking, where we stay aware of what's happening now and quickly learn from what just happened. It reminds me of Ranton's (2017) description of the ambiguity on the battlefield and the "ever-present potential for rapid and unplanned change" (2:49). You can't predict everything that's going to happen, so you have to be agile enough to act in the moment. Ranton argues that an effective leader needs to be clear in where the team is going and what the end-state is supposed to look like, but not get locked into a specific plan for getting there. I loved Wheatley's (2006) metaphor of a stream, with the ability to adapt and create new structures while being driven by the water's need to flow - "the forms change, but the mission remains clear" (p. 18). That, to me, is really the mark of a great and effective strategic planning process anyway. First, that it's never about the end product of a static plan, it's about the process. The key is in getting clear about the mission/vision and identifying the many ways to reach that destination. Second, that the plan itself should be a living document that can be adapted as new information is gathered and the environment continues to change. --- # Other References ## Tags *<small>Created on: 2022-11-05</small>* *<small>Last modified on: 2022-11-06</small>*