Assignment 6.1.b: Tribal Leadership and Blog Points

Assignment 6.1.b: Tribal Leadership and Blog Points

The three blogs that I am currently following are HOLOS (written by Neil Croft) , John Thackara, and DO - The Encouragement Network.

Neil Croft's blog looks at pertinent information on leadership and our world today, promoting his business HOLOS that holds a team of specialists and culture coaches who have been training other diverse leaders on change leadership. Category topics within leadership include authenticity, innovation, personal development, and society.

John Thackara is a seasoned writer, curator and editor who has traveled the world in search of interesting stories on sustainability and design, realized in diverse communities working towards future wellbeing. The blog is quite diverse with topics including locality & place, learning & institutions and design areas within food systems, mobility, social innovation, transition, art and development. 

The DO Blog has a load of information from the latest news to workshops, lectures and podcasts - basically all the resources you need to get inspired and creating. Do - The Encouragement Network has a simple idea: people who are "doers" can inspire the rest of us from their story, leading to a chain effect of us "doing" things that inspire others. 

In Neil Croft's article, "Maturity in the age of Trump and Brexit", he similarly shares a concept of human levels of maturity, five to be exact. It is a little different concept than Tribal Leadership, in that it stems from brain maturity rather than stemming from language, but they both have a similarity in its complete dealings with social interaction and development in a communal sense, and they both have five levels that are very similar in concept and explaination. Croft's levels of maturity start out with, Level One: Self - more at an infant level with the concept that the whole world exists to serve us, Level Two: Dependent - more at the time of two-five years old when are sense of entitlement from level one is challenged, leading to "Terrible Twos", Level Three: Independent - more at the teens and puberty period when we embark on an error strewn journey towards independence, therefore collaboration and vulnerability is less available, Level Four: Interdependent - more at experiences of deep vulnerability, love and moments of being part of something bigger than yourself (i.e. having children and finding true love), a psychological /or emotional challenge that enforces trust and brings us to this less common level, and Level Five: Integral -- the highest level of understanding interdependence as something that is universal, tied to a sense of responsibility to all (beyond human life) and not only fit for the present but the future with actions aligning behind lifestyle values that hold integrity and authenticity. The Levels match with the Stages in Tribal Leadership. I found the blog to be an interesting build on what we read in Tribal Leadership and added more depth to the Tribal Leadership Stages by bringing in a familiarity with each of our human emotional growth and process.

In John Thackara's post, "Socially Smart Sanitation", he talks about why the millions of dollars spend outside to help India's sanitation problems haven't yielded better results, even with the government new-toilet-every-second campaign. Talking to the locals, Thackara reveals that toilets are not the issue, but the mass production solution to sanitation, as it doesn't fit to every town or situation. For help to be sustainable in the long term, it needed to be "owned" by the local community, in that they feel committed and a part of the solution. This is exactly what was described in Tribal Leadership with getting Stage Three "I am great" folks to cross the bridge into Stage 4 "we are great" spirit that is open to collaboration and brings each individual to a language of "we" ownership and loyalty to the tribe by showing engagement, involvement and sincere execution towards creating solutions. Thackara also notes the importance of having someone on the team that is involved and a part of the community whose sanitation problem wants to be fixed by outsiders. It takes someone that is the "local leader" that speaks the inside language and starts conversations with the community, and asks for ownership of other locals to be a part of the solution. Like Tribal Leadership points out, it's about changing the language from "your" problem to "our" problem.

The last blog I am reading is from Do Lectures and this post, "Stop the Analysis Paralysis. Do Shit" by Chris Baréz-Brown was quite funny, resonating, and meaningful to me. It is about doing more instead of hiding behind models, specific techniques and fancy titles as he says. There is a lot of truth to that. It is about testing, trying and going out with an idea to see if it something to continue pursuing, and seeing if people even like it or need it! This reminded me of the Griffin example in Tribal Leadership, when the hospital was saved by the new Tribal Leaders that helped everyone to get on board as a unit -- from employees, doctors, board members and community leaders-- asking them what they thought needed to improve and getting everyone involved in sharing insights towards creating solutions. To go the even extra mile they went through a research tear, launching surveys, focus groups and even showing up at other hospital maternity wards to get first hand insight from expecting families. As Brown would comment, this is "getting shit done" in an immediate way that directs you towards you next steps. Instead of diving into expensive and extensive research, the best is to just get on the field yourself and test if what you others are game to what you are offering. Thanks for that reminder!