A915- 獨門心思 --- 集體領導可以使 視野寬廣

      JCW 2010/08/21. NoDerives (ND) Creative commons Copyright. 

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二十世紀中葉以後，就有不少有識之士厭惡個人領導政治，但是仍只有少數中的少數想到集體領導。集體領導政治可能嗎？

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上海人『見識廣，思想不同於一般』，所以每有一般人不容易懂的言詞。

你知道何謂『獨門心思』嗎？

關鍵是在『獨門』兩字上；就像武學小說所謂『獨門喑器』，『獨』到只傳兒子、不傳女兒的。

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人關了門鑽研學問，長久下來，他就可能會對某些課題有了獨特的見解；這種獨特的見解，就是一種『獨門心思』。

獨門者，英文unique也。

有著獨門心思的人，他就可能有較狹窄的視野；這視野兩字是借用的………

★(1). 視野、Field of view-Wikipedia (also field of vision, abbreviated FOV)：【視野是在任一瞬間經由視覺可以看見的世界，也稱為視場。

不同的動物有不同的視野，依據眼睛所在的位置來決定，以角度為單位來表示大小。人類的視野是面向前方的180°，視野在垂直方向也有不同的範圍。

視覺的能力在視野內也非完全一樣。例如立體視覺與景深有密切的關係，人類的立體視覺只有140°，其餘在邊緣的40°就沒有立體視覺(因為在那些角度內的圖像沒有相互重疊的部分)。

同樣的，辨色力的好壞與對物體形狀和運動的認知也與視野有關。人類的辨色力以視野的中心區域最好。這是因為能分辨顏色的視錐細胞在視網膜的視軸處密度較高，而辨識運動的視桿細胞的密度在周圍較高。因為視錐細胞要在明亮的光線下才具有活力，結果是人在夜晚時的視覺主要依靠週邊的視桿細胞，因此立體感就降低了……】

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人的思維也有『野』，知識也有『野』；人在很多方面都有『有限的野(野狹)』：包括自覺的『有限』(狹)和不自覺的『有限』(狹) ----- 即使他人並不野 (不是野人) 而是很有教養且很『四海』，受過高等教育，甚至鍍過銀、鍍過金、鍍過鉑 (白金)，做過教授的。

有人認為受過高等教育，甚至鍍過銀、鍍過金、鍍過鉑 (白金) 的學者專家，其視野狹窄也非不可能；他們的視野不狹窄就罷，要是狹窄起來可能比誰多狹窄 ----- 確否不須待考。

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領導 (領袖，leader) 其如總統、黨魁，能不『野狹』者也罕。他一天到晚要面對這麼多的人和事的挑戰，還有他與人及與己 (自己對自己、外面的我對裡面的我、向人的我對背人的我、一號的我對二號、三號的我)，問題太多、又太複雜、又難解、甚至無解的；還不能跟別人商量、對別人訴說。日常時久，閉鎖在自己的心牢心獄裡，不免就會『獨門心思』起來，成了父母兄弟姊妹夫妻子女親朋一概都幫不上忙的、心態異常的精神病患。這是他的職業病；嚴格說，應該可以藉以申請國家賠償。

要是集體領導就好了；像王老頭在『未來世界的三元政冶主張』裡所說的、一二十位中央常務人民代表、各家男女老小全都住家在同一個大廈裡、吃大鍋飯、談事辦公在沒有分隔的同一個大辦公室裡、吃喝拉撤睡生活說笑打屁擺龍門陣抬槓批公文做什麼工作都在一起，大家誰也躲不了誰，個人的各種『視野』可不就狹窄不起來了嗎？

你能說這辦不到、不可能嗎？！

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你可能還不知道：集體領導是世界上最近，二十一世紀初，才快速發展起來的一門管理學科。

這裡先看領導才能的啟發；古時候，王子要從小訓練以成氣候，現在沒王上了，這種訓練也就失蹤了。外國人可有講究，曰『領導能力的啟發』………

★(1). Leadership development-Wikipedia：Leadership development refers to any activity that enhances the quality of leadership within an individual or organization. These activities have ranged from MBA style programs offered at university business schools to action learning, high-ropes courses and executive retreats.

[Contents]：

1 Developing Individual Leaders

2 Developing Leadership At A Collective Level

3 Succession planning

4 References

5 See also：Action learning；Organizational empowerment；Organization development；Executive development；Executive education；Collaborative leadership；Leadership Studies

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在上論篇末(5)節所說Collaborative leadership(合作領導) 在二十世紀末才有專菁論述：『Defining Collaborative Leadership』- 【In her 1994 Harvard Business Review article “Collaborative Advantage”, Rosabeth Moss Kanter talks about leaders who recognise that there are critical business relationships “that cannot be controlled by formal systems but require (a) dense web of interpersonal connections…”. And in a book published in that same year Chrislip and Larson looked at the attributes of great civic leaders in communities across the US and found some similar attributes. “Collaboration needs a different kind of leadership; it needs leaders who can safeguard the process, facilitate interaction and patiently deal with high levels of frustration”……… 】

但是，它 (Collaborative leadership合作領導) 雖然跟Collective Leadership (集體領導) 有相似又相關連之處，原則上則並不是同一件事；

★(2).  Collective Leadership - Leadership for a New Era

Home . Discussions . Photos . Videos Videos  . News . Updates . Members 

Transforming Leadership - Leadership for a New Era, or LNE, is a collaborative research initiative launched by the Leadership Learning Community that focuses on understanding how leadership can become more inclusive, networked and collective. We believe the dominant model that places a strong emphasis on the individual is limiting our ability to positively impact change in our society, so we have joined forces with a diverse group of funders, researchers, practitioners and consultants in the leadership development field to make sense of what it would take to start shifting the current thinking. While we have limited the focus of our exploration to four main areas: Leadership and Race, Leadership and Networks, Collective Leadership and Leadership Across Difference, we anticipate many other areas will emerge and welcome our contributors to take the lead in exploring them.

Framing Piece for Leadership for a New Era - A New Leadership Mindset for Scaling Social Change

Over the past 50 years our thinking about leadership, whether in communities or board rooms, has been heavily influenced by heroic models of leadership. We traditionally think of leadership as the skills, qualities and behavior of an individual who exerts influence over others to take action or achieves a goal using their position and authority. At the Leadership Learning Community we believe this way of thinking about leadership is only one part of the leadership story -- one that does not fully recognize leadership as a process grounded in relationships that are fluid, dynamic, non-directive and non-unilateral.

In 2009 we launched Leadership for a New Era (LNE), a collaborative research initiative, to understand leadership more fully. Understanding leadership as a process requires us to think very differently about how change occurs and how we work with others. We will never mobilize leadership at the scale needed for significant progress on social change or any other complex issue without expanding our thinking about what leadership is, how it works and how we can support it.

Latest Updates：

* The final Leadership and Race publication will be launched by late August or early September 2010

* Latest draft of the Leadership and Networks publication synthesis

* New section on evidence-based practice research

* New article on young people leading the way towards collective leadership 

* New article on the future of leadership development

* Check out "Early Lessons on Collaboration Experiment: Partner Engagement, Value Proposition, Self-organizing, Use of Technology and Content Strategy"

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我以為合作領導跟集體領導原則上不同之處在：前者、合作領導、不同的權力者才會談及合作；後者、集體領導、則是同一批領導人的合作 ----- 這是我膚淺的見解，須待來日的發展來譂明。

近年已經有人在注意如何使年青人的思想趨近集體領導………

★(3). Young People Leading The Way Towards Collective Lea dership

Guest Blog Post by Deborah Meehan on the Rosetta Thurman Blog
Working in the field of leadership I have heard many Executive Directors talk about the loneliness of leadership or‘loneliness at the top’. How curious. Leadership does not happen in a vacuum – it is all about working with other people, so why the loneliness? I heard Executive Directors talk a lot about being the ones who worry about everything. Is this what it means to be a leader? It is not so farfetched that our ideas of leadership would take on rather heroic proportions when you consider common leadership role models like Martin Luther King, Jr.
Luckily there is another point of view emerging. According to “Next Shift: Beyond the Nonprofit Leadership Crisis” , by the Building Movement Project, younger leaders are not attracted to hierarchical structures and are “trying to find new ways to organize and structure work, ranging from entrepreneurial models to shared leadership and broader participatory structures.” Instead of being heroic leaders, there is an opportunity for nonprofit leaders to think of ourselves as facilitators of a process that engages everyone in our organizations in leadership.
As Executive Director (ED) for the Leadership Learning Community (LLC), I constantly draw inspiration from young leaders and the collective leadership model. Our entire staff is our leadership team. We all have input in planning projects, setting budgets, conducting performance reviews, hiring, and actively learning from our achievements and mistakes. As a team, we come up with more creative ideas and tackle tough problems more efficiently than I (or any one individual) could alone.
Even though collective leadership empowers teams and eases the burden on ED’s, there are not a lot of nonprofit adopting this model, probably because it is not easy. In our case, we first erred in the direction of micromanagement. Now we distribute leadership and responsibility. It is a balance, knowing when and what each of us needs to communicate to the team without overloading each other. It is a messy business, but we continue to be amazed by what a handful of people can do when everyone’s leadership is tapped.
Although the interest in collective leadership in the nonprofit sector seems to be increasing, there is a need for more models and tools that can validate this approach and guide organizations. Last year, we made a small grant to the DataCenter, an organization that had recently adopted an entirely shared leadership model, so they could identify and share lessons from their experience. For example, all of their employees receive the same base salary and their job is divided 80/20 between program and administration tasks. This allows all the employees to learn about both aspects of the organization.
To build on these lessons, we launched a collaborative research initiative, Leadership for a New Era, with 20 partners. We hope to show how collective approaches unleash innovation, and identify tools to help organizations accomplish more (and have more fun) by tapping the full leadership potential of their teams.

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這是一本網上可閱的、討論集體領導的書………

★(4). 《The Collective Leadership Framework》

http://www.iel.org/pubs/collective_leadership_framework_workbook.pdf

《 A Workbook for Cultivating and Sustaining Community Change》

TNTRODUCTION: The leadership development field is rich with theories, models, techniques and tools designed to nurture and prepare individuals to lead. Organizations, institutions and communi­ties are perpetually in search of those who can guide them toward new and improved states of wellbeing. Few of the approaches to preparing today’s leaders, however, were developed in the 21st century. Most are based upon the social, economic, cultural and community norms of earlier times.

Twenty-first century community leaders face new challenges and opportunities. The very concept of community is defined in numerous ways. Our communities are more complex and more intercon­nected. Increasingly, diverse populations must find ways to share power and resources. Many groups have experienced discrimination and oppression and are, therefore, committed to social movements devoted to shifting that reality. When we understand our interdependence it can help us act effectively to create sustainable change that serves everyone in our communities.

In today’s environment, community leaders must be capable of crossing many boundaries: those between individuals and groups, those among organizations, and those fostered by issues that divide the population. They need to bring people together in ways that heal old rifts and ruptures, they must know their own values as well as those of their culture, and they must be willing to challenge their assumptions—to unlearn and relearn.

Effective leadership in the 21st century requires a collective, shared effort for the greater good. Community leaders must, therefore, be encouraged to expand their perspectives from an emphasis on the “I” to emphasizing both “I” and “We.”

The following workbook is a primer to using The Framework, a new tool designed to cultivate and sustain collective leadership for community change. The Framework was pioneered by the Leadership for Community Change (KLCC) program of the W.K. Kellogg Foundation. KLCC was established in 2001 in response to the question: “What kind of leadership is needed in our communities to address the challenges of our time?” Today, KLCC helps community-based organizations develop leadership that is collective, shaped by a keen understanding and love of place, and committed to creating sustainable community change.

The Framework is based on the assumption that communities have the wisdom they need within themselves to make the changes they need. By asking questions that help the local commu­nity assess where they are and what is needed to advance their work, The Framework acts as a guideline for developing an ongoing program for achieving community change through the process of collective leadership.

The Framework was created by the Center for Ethical Leadership and the Institute for Educa­tional Leadership, which together comprised the KLCC Coordinating Organization for Session One. Although the original plan was to create a leadership development curriculum, the coordi­nating organization strongly felt that a framework for change was more appropriate, particularly since each community’s approach to change was informed by different local contexts. With help from Session One communities and in cooperation with the Foundation, the Framework has been a work in progress and continues to be refined based on the experience of the new communities and Coor­dinating Organization for Session Two: the Center for Ethical Leadership and the Innovation Center for Community and Youth Development.

This workbook is intended to help organiza­tions use community-based collective leadership as a tool for making community change. Along the way, you will also increase individual participants’ leadership ability and increase their life choices and opportunities. We are pleased to introduce The Framework and invite you to visit our Web site, www.klccleadership.org, for a more detailed blueprint of the tool and additional resources for its use.

[ Table of Contents ]:

(The entire book is readable on-line.  Chapters are hyper-linked.)

* What is community-based, collective leadership? 3

* Understanding the Framework 6

* The Framework: A Summary Chart 7

* Stage 1 – Build Trust 9

* Element A. Know Community: Understand the power of place, culture and history. 9

* Element B. Build a strong team: Cross boundaries to find the power of collective leadership. 12

* Element C. Develop the individual: Tap into the power of giving your best gifts. 14

* Element D. Make the change: Find the power in taking on a community initiative that advances your community. 16

* Stage 2 – Co-Construct Purpose and Strategic Plan 19

* Element A. Know Community: Understand the power of place, culture and history. 19

* Element B. Build a strong team: Cross boundaries to find the power of collective leadership. 22

* Element C. Develop the individual: Tap into the power of giving your best gifts. 24

* Element D. Make the change: Find the power in taking on a community initiative that advances your community. 26

* Stage 3 - Act Together 29

* Element A. Know Community: Understand the power of place, culture and history. 29

* Element B. Build a strong team: Cross boundaries to find the power of collective leadership. 32

* Element C. Develop the individual: Tap into the power of giving your best gifts. 34

* Element D. Make the change: Find the power in taking on a community initiative that advances your community. 36

* Stage 4 – Deepen, Sustain, Make Work a Way of Life 39

* Element A. Know Community: Understand the power of place, culture and history. 39

* Element B. Build a strong team: Cross boundaries to find the power of collective leadership. 42

* Element C. Develop the individual: Tap into the power of giving your best gifts. 44

* Element D. Make the change: Find the power in taking on a community initiative that advances your community. 46

* A Final, Welcoming Thought. 49

* About Kellogg Leadership For Community Change 51

* Additional Resources 52

* Acknowledgements 52

* References 53

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這是2005年成立的集體領導協會………

★(5). Collective Leadership Institute

   http://www.collectiveleadership.com/english.html

   Facebook Page: http://www.collectiveleadership.com

News; About CLI; How we work; Educational Programs; Process implementation; Research; Publications; Network;  Contact; CLI Southern Africa

概覽：The Collective Leadership Institute is an independent non-profit organization based in Berlin, Germany, and Cape Town, South Africa. Its mission is to build dialogic process competence for cross-sector sustainability engagement.
The CLI has a network of partners and associates who share the goal of building a sustainable future through innovative dialogue, cross-sector partnerships and collective leadership.

使命：The Collective Leadership Institute was founded 2005 to support stakeholders from private sector, public sector and civil society in creating successful partnerships and result-oriented multi-stakeholder-dialogues for innovative solutions to global, societal and local challenges.

產品：The Collective Leadership Institute offers educational programs, project management, process-oriented research and networking.

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集體領導這熱門課題引起不少活動，例如………

★(6).  Collective leadership | Leadership Learning Community

collective leadership:

☆News Brief: Social Change,Communication, Leadership, Collective Leadership, Collaboration, Collective Learning, Networks

☆ GEO 2010 National Conference: Insights on Collective Leadership

☆ Shared Leadership Case Study: DataCenter

☆ Elements of Collective Leadership

☆ Transforming Leadership - Leadership for a New Era, or LNE, is a collaborative research initiative launched by the Leadership Learning Community that focuses on understanding how leadership can become more inclusive, networked and collective………

★(7).  Collective Leadership | The Innovation Center

★(8).  Collective Leadership Development: More Bang for the Buck ...

★(9).  Consulting Services — Center for Ethical ...

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今年已經八十四歲的王老頭人老、思想不老 ……… 這集體領導在政治方面的運用就是他在後中年時期想出來的。

要天下太平，政治非採用集體領導不可；他老人家肯定的斷言。

=== EOF ===