#note/sourcereview/article | #note/sourcereview/book ## What is the thesis? Tribes are groups of 5-150 and exist in all parts of society. An organization can be thought of as a collection of tribes. Some of the tribes exist in each level of world view. Leaders need to talk to people in each level and be able to move people up on level. ## Am I convinced and why? This is a useful model for seeing the leader-follower relationship. [[all models are wrong but some are useful]], the ways this is useful is in the assessment for readiness to change. The key leadership approaches include [[Listening to Understand]], listen to the words they say as a sign of how they believe the world works. Your job is to move them out of the world view they have by fostering valued [[Relating]] and relationships, creating networks of co-support. The leader should focus on [[Developing Values]] in the organization, so these values are co-created, and people feel they are participants in the organization being special. People give themselves a 1-2 stage boost, if they are stage 3 they believe they are working in stage 4. It gives the impression of looking down. Allow the J-curve, sometimes people need to go down a level temporarily before they are able to come back out. ## Summarize the argument Each person exists in one of these stages. The dominant culture tends to be between 2 and 3. [[Tribal Leader]] has the job of [[creating our reality through language]] Tribe Stage 1 - "Life sucks" - attempting to change the terrible world with violence Tribe Stage 2 - "My life sucks" - passively resigned, "seen it all before, watched it all fail" Need to protect our people from management. A cluster of apathetic people. - Separate from others, "my life" makes me feel like an apathetic victim - Empower people from stage 2 -> 3 with mentorship, support, and dyadic 2 person relationships in late stage 3 Tribe Stage 3 - "I am great" - the world doesn't work well enough for my needs - Lone warrior, uses language like "what's wrong with them?" - Rely on themselves, their effectiveness is capped by their time, they need to learn to accept help from others and value that help - Addiction to personal success is built in our mindset from the beginning of our industrial model schooling - We don't want to take anything away from the success of people at stage 3, but the want to highlight the cost, which is that the goal is personal success as opposed to tribal success. - Use "I" based words Tribe Stage 4 - "We are great" - this is the place people need to get to before improvements can be made. Stage 4 tribes need an enemy, and it needs to be big enough. "We're great and they're not." It shouldn't be a competitor in healthcare, that's not motivating enough, it should be the entire way business is done in healthcare. System starts with "well designed questions" and [[Inquiry]] - We are better than them are the words - The transition from stage 3 to stage 4 leader requires a [[Transformative Learning]] experience, where you don't give up the stage 3 thinking but you re-organize it, see and feel how it leaves you underpowered, and Tribe Stage 5 - "We are going to change the world" Tribes can temporarily get here, but only from Stage 4. They typically will energize to change the world, and can fall back to stage 4 after a committed try at real change. They are in competition with what's possible ## What is the other side of the argument? ## What else do I wonder about? ## Action ## When do I want to stumble across this? ## Source: Logan, D., King, J. P., & Fischer-Wright, H. (2011). _Tribal leadership: Leveraging natural groups to build a thriving organization_ (1. paperback ed). HarperCollins. ## References, Quotes, Ideas ```dataview table file.mtime.year + "-" + file.mtime.month + "-" + file.mtime.day as Modified from [[ ]] and !outgoing([[ ]]) sort file.mtime desc ```