A633.9.3.RB_FogartyShawn

If polyarchy is fast replacing the old oligarchy assumptions does this mean old oligarch leadership strategy models are now redundant? Maybe. Even though polyarchy leadership is emerging and more transparent today than previously; the traditional oligarchic models still retain much value. They provide a vantage point to compare and contrast and allow leaders additional framework with which to evaluate their leadership strategies. As organizations transition from point A to B they have understand point A first, and know who, what, where and more importantly why and how they are getting to point B (polyarchic leadership).

            I operate in a highly complex organization but under traditional leadership strategies. There is only a minimal amount of complex adaptive leadership principles applied which draws upon several implications and has a slightly ominous future for me as a leader. Being able to see the other side of the coin has allowed to me think outside the box, and if it wasn’t for the rigid requirement for absolute command and control the “oligarchic traditional pyramid” would collapse within itself. My organization can be rather humorous at times; they make up rules about other rules.

            The eight principles with their interconnections have a flexible nature which is highly desirable in a complex organization. The common mistake within the complexities of my operations is the tendency for leaders to overload the system. They try to implement too many control measures to safeguard the system. This tends to actually hinder operations, primarily by way of the people, as they filter through echelons of rules, regulations, standard operating procedures, and leader’s guidance. The basis of this process is to streamline and make the system more efficient, however the various levels of products often makes the system convoluted and confusing.

            Further, I would prefer to default my leadership style to a more polyarchic strategy however I foresee myself being trapped within the confines of my organization. Even if I was to bring forth the golden goose in way of polyarchic leadership strategy it would take tremendous effort and at the cost of much time and energy to shift the organization. To make sizeable adjustments the leadership from the highest most echelons would have to jump on board, my current position does not allow me to generate a conservative effort towards this plan.

            However, not all is lost. I think the complex adaptive leadership principles will come in handy at the lower levels that I operate. I can interject them into our traditional oligarchic strategies and the future will see more of the eight complex adaptive leadership principles. I also plan to forecast these principles with the individuals I coach and mentor, not necessarily to change their styles but to give them a wider perspective and more skill sets. I also plan to incorporate a demonstration, utilizing the exercise of people moving about two reference points at an upcoming leadership development brief. This will transition into the eight principles with a brief synopsis. I surely won’t go as deep as out course and text but enough to get the gears turning within the audience. My aim is capitulation to polyarchy though small victories.