Roots of Aliveness: Leading as a Living Process

by Aerin Dunford December 6, 2007

by Michael Jones, 2007

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whatever you have to say, leave
the roots on, let them
dangle

And the dirt

Just to make clear
Where they come from

—Charles Olsen, “These Days”

It has often been said that our span of awareness is a mile wide and an inch deep. The quality of our inner life is frequently overlooked in our efforts to cope with the daily demands and expectations of our outer life. One enabling metaphor that helps us look at this is the ecology of a tree. The outer life is symbolized by the leaves and branches; they correspond to a life of reactivity and busyness—of action plans, performance goals, desired outcomes and results. Sometimes we direct our attention down a little, to the trunk and lower limbs. Here we look at structures, strategies and processes. Where we spend the least of our time is the ground underneath. Yet it is the roots and the soil that give the tree resilience and the strength to grow and weather sudden changes year after year.

The shift from focusing on the trunk and the branches to the ground beneath corresponds to a shift of awareness from a factory-production mindset to a more adaptive-artful one. Giving our attention to the ground beneath an organization or a community involves an artful process of creating form out of ambiguous and variable circumstances. This includes the very precise and complex interaction among many subtle variables including energy and space, tone and atmosphere, rhythm and time. Our language shifts from action and meaning to story, metaphor, felt experience and the underlying stillness that holds it all.

Root systems, like artists, learn to create in the moment, to search for the soil conditions that feel most fertile and alive, to inquire, to sense and absorb, to follow their attractions, to invent and change course in the moment and to feel their way. In other words, in their search for connective and fertile ground, roots travel a road less traveled, just as we do as we seek to find our way.

Yet we are still influenced by an industrial-age mindset that impedes our ability to adapt creatively in a time of complexity and sudden change. We still tend to rely not on our own deep intuition but on external authority, preconceived actions and mechanisms for scheduling and control. Management theorists Henry Mintzberg and Alexandra McHugh write:

Strategies (and this may apply for life as well as leadership and organizational strategies) grow like weeds in a garden; they are not cultivated like tomatoes in a hothouse… Sometimes it is more important to let patterns emerge than to foresee an artificial consistency… Sometimes an individual actor … creates his or her own pattern. …Other times, the external environment imposes a pattern. In some cases many different actors converge around a theme, perhaps gradually, perhaps spontaneously. …To manage in this context is to create a climate within which a wide variety of strategies can grow.

What can we do to create the ground for roots systems that are resilient and life affirming?

Core Practices of Life-Affirming Leaders

by Alexis Schroeder September 21, 1999

By Margaret Wheatley

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Here are some of the behaviors and practices of leaders who are able to nourish and evoke the best qualities in people. By doing so, these leaders affirm life’s capacities to self-organize in creative, sustainable, and generous ways.

Know they cannot lead alone. In these complex times, no one person is smart enough to know what to do. Many different perspectives are necessary in order to gain a fuller understanding of what is happening.

Have more faith in people than they do in themselves. This is especially important in organizations and nations where people have been oppressed or told they’re not capable of being creative or powerful. Leaders patiently and courageously insist on peoples’ participation as the means to discover their potential and contribute to the organization.

Recognize human diversity as a gift, and the human spirit as a blessing. We each see the world differently. When we share these unique perceptions, we gain a larger perspective of what’s going on. And it is only our great human spirits that bless us with hope and possibility even in the worst circumstances.

Act on the fact that people only support what they create. And only act responsibly for what they care about. Therefore, leaders engage people in anything that affects them. Decision-making processes expand to include more and more voices.

Solve unsolvable problems by bringing new voices into the room. Systems grow healthier as they connect with those formerly excluded. New and different information changes how we define the problem, and make new solutions available.

Use learning as the fundamental process for resiliency, change and growth. When reflection and learning are built in to all activities and projects, people become intelligent. We quickly find workable and innovative solutions. Without reflection, we keep repeating our mistakes.

Offer purposeful work as the necessary condition for people to engage fully. When people know why they’re doing their work and connect with the purpose of it, they then assume responsibility for that work. They become creative and work hard to find the most effective solutions.

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