Good question about leadership: Is Blanchard right with Servant Leadership?
„Sadly, too many top managers still think leading in this way will lead to mutiny. They conjure up images of the inmates running the prison or leaders trying to please everyone. Instead of becoming successful servant leaders they become the opposite; they become self-serving leaders, who ultimately set themselves and their organisations up for failure because of their destructive influence.“ Read this very interesting article on Training Zone – the UK portal.
But it is not only about leadership – it has also to do with Learning and Training. This is why there is a big difference in mindset of so called „consultants“, who do a lot of interviews with the people in the company, bring it all together in a „Board-format“ on 150 PowerPoint-slides, and finally the CEO listens to the voice of his people, but he never knows. The role of a „facilitator“ is much different to this: They believe that the customer knows much more about the business than anybody from outside and they create settings of „Organisational Learning“ where the different points of views come together and share and discuss topics, solutions, ideas and cuts. The facilitator takes away the hierarchy and opens windows for those, who usually do not speak or ask. The big difference: This is in public, a joint meeting and everybody knows who had the idea. There is transparency, openness and pride of ownership. So – the facilitator needs not to be an expert in topics, but an expert in group dynamic and system thinking. Some of the methodologies are known: Open Space, World Cafe, Future Research but it can also be small interventions like Fish bowl (experts, observers and critics). For me it is a sense of belief in your own people.
Great Document about Large Group Interventions: Whole System Approaches to Organizational Change by Thomas J. Griffin, Ameritech Corporation, Ronald E. Purser,
San Francisco State University