Replying to LO26317 --
HelLO John,
clear post. Good story. You may be interested in the book:
Paradoxes of Group Life : Understanding Conflict, Paralysis, and Movement
in Group Dynamics (New Lexington Press Organization Sciences Series) by
Kenwyn K. Smith, David N. Berg
A dilemma differs from a paradox: a dilemma can be solved. A paradox has
to be resolved again and again. Subsidiarity will not save us, it is just
the other side of the same paradox. Power is negotiated again and again
and again in an organizing processes. Only when one is capable a letting
go of one's desires and attachments, the issue is resolved ...
Reality matters, i like that,
kind regards,
Jan Lelie
>I would suggest we get away from empowerment and start to think of
>subsidiarity. In subsidiarity, power already resides in the lowest part
>of the organization. Here is a quote from something I wrote two years ago,
>it tries to put empowerment into a metaphorical content and explain it a
>bit more. Let me know what you think of this.
...
>Empowerment is a movement which has received wide support and endorsement as
>a transmutation of power from the highest to the lowest organizational
>levels. It is represented as a true diffusion and trust-building practice
>that gives both responsibility and authority to people throughout
>organizations. Yet for all its hype, empowerment remains a hollow practice
>and a failure in its ability to deliver what it has promised. Argyris
>explains this paradox:
...
>Pulling the mask from empowerment, it is revealed as being from the same
>industrial mindset, i.e., the leader bestows power only to withdraw it on
>demand. Empowerment represents an industrial approach to leadership.
>Leadership derives from the top and is dispensed temporarily and as
>required. People who are empowered find themselves in a contract of
>inconsistency, one which provides them control over their destinies at one
>time and strict compliance to the leader^Òs wishes at others. Argyris again
>described the psychology of the people in this predicament.
...
>For many, empowerment was the answer to the dilemma of diffusing power from
>those who traditionally held the highest positions in the hierarchy to those
>in the lowest points in an organization. In practice, it has not solved the
>dilemma.
>
...
>Subsidiarity means that power is located at the corporation^Òs lowest point.
>It assumes that power naturally resides at this level and that it can only
>be relinquished to a central body through a contractual agreement. The
>center governs only with the consent of the governed. Moreover, that
>consent is established within the framework of a constitution which sets the
>boundaries of power and responsibility (Handy, 1992, p. 63)
...
>LeadSimm
>LeadSimm Connects Leadership Development With Reality . . . Because Reality
>Matters!
--Drs J.C. Lelie CPIM LOGISENS - Sparring Partner in Logistical Development mind@work - Group Decision Process Support janlelie@wxs.nl + 31 (0)70 3243475
[Host's Note: In assoc w/Amazon.com ..
Paradoxes of Group Life : Understanding Conflict, Paralysis, and Movement in Group Dynamics (New Lexington Press Organization Sciences Series) by Kenwyn K. Smith, David N. Berg http://www.amazon.com/exec/obidos/ASIN/078793948X/learningorg
..Rick]
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