Participatory Leadership

From P2P Foundation
Jump to navigation Jump to search

Great summary graphic contrasting traditional work styles with participatory leadership.


Traditional ways of working

Participatory leadership complementing

Individuals responsible for decisions Using collective intelligence to inform decision-making
No single person has the right answer but somebody has to decide Together we can reach greater clarity - intelligence through diversity
Hierarchical lines of management Community of practice
Wants to create a FAIL-SAFE environment Creates a SAFE-FAIL environment that promotes learning
Top-down agenda setting Set agenda together
I must speak to be noticed in meetings Harvesting what matters, from all sources
Communication in writing only Asking questions
Organisation chart determines work Task forces/purpose-oriented work in projects
People represent their services People are invited as human beings, attracted by the quality of the invitation
One-to-many information meetings A participatory process can inform the information!
Great for maintenance, implementation (doing what we know) When innovation is needed – learning what we don’t know, to move on – engaging with constantly moving targets
Information sharing When engagement is needed from all, including those who usually don’t contribute much.
Dealing with complaints by forwarding them to the hierarchy for action Dealing with complaints directly, with hierarchy trusting that solution can come from the staff
Consultation through surveys, questionnaires, etc. Co-creating solutions together in real time, in presence of the whole system
Top-down Bottom-up
Management by control Management by trust
Questionnaires (contribution wanted from DG X) Engagement processes – collective inquiry with stakeholders
Mechanistic Organic – if you treat the system like a machine, it responds like a living system
Top down orders – often without full information Top-down orders informed by consultation
Resistance to decisions from on high Better acceptance of decisions because of involvement
Silos/hierarchical structures More networks
Tasks dropped on people Follow your passion
Rigid organisation Flexible self-organisation
Policy design officer disconnected from stakeholders Direct consultation instead of via lobby organisations
People feel unheard/not listened to People feel heard
Working without a clear purpose and jumping to solutions Collective clarity of purpose is the invisible leader
Motivation via carrot & stick Motivation through engagement and ownership
Managing projects, not pre-jects Better preparation – going through chaos, open mind, taking account of other ideas
Focused on deliverables Focused on purpose – the rest falls into place
Result-oriented Purpose-oriented
Seeking answers Seeking questions
Pretending/acting Showing up as who you are
Broadcasting, boring, painful meetings Meetings where every voice is heard, participants leave energised
Chairing, reporting Hosting, harvesting, follow-up
Event & time-focused Good timing, ongoing conversation & adjustment