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<\/a><\/p>\nAt the onset, one should plan on \u201cagreeing to disagree\u201d when this book is being read. As one creates an outline of thoughts for Friedman, there are clearly things that cry out for argument, and yet at the same time Friedman, Poole, Thomas Wedell-Wedellsborg, and Chivers, carry similar leadership threads.<\/p>\n
Friedman and Poole<\/strong> Some provocative statements from his Introduction: The problem with leadership.<\/em><\/p>\n 1) Whenever a \u201cfamily is driven by anxiety, what will also always be present is failure of nerve<\/em> among its leaders, p.(p.5). Despite these seeming contradictions, both authors (in their book introductions) give a nod to the presence of military leadership (which has lessons for a civilian leadership mindset). Poole, in her introduction What do Leaders need to be able to do? Leadership 10<\/em>1, leads with the portrait of the Duke of Wellington, mentions leadership classics like Sun Tzu\u2019s Art of War<\/em>, Machiavelli\u2019s The Prince<\/em> and Carl von Clausewitz\u2019s On War<\/em>. Friedman is a bit more contemporary when he describes his presentation to 32 generals from the U.S. Army Europe (USAREUR) and the follow-on comments that the \u201cArmy is going soft.\u201d<\/p>\n The comparison and contrast between Friedman and Poole provide two different perspectives on how leadership can be viewed today. Upon investigation, however, both authors want leaders to have, Courage, A brain and a Heart, (Poole, p. 8).<\/p>\n Friedman and Wedell-Wedellborg<\/strong><\/p>\n Friedman writes in Imaginative Gridlock and the Spirit of Adventure<\/em>, (p.33). This really speaks to Thomas Wedell-Wedellsborg\u2019s book, What\u2019s your problem? \u2013 To solve your toughest problems, Change the problems you solv<\/em>e. Matthew Soren\u2019s the church mobilizer for World Relief asked me to do research why churches were not responding to the biblical mandate to love the \u201cstranger amongst us.\u201d After reading What\u2019s your Problem<\/em>, I reformatted that question to, \u201cWhat would cause churches to respond to the need of international newcomers.\u201d This reformatting has sent my NPO spiraling off into a completely new direction. In doing so, it follows Friedman\u2019s guidance to change the question and step off the treadmill.<\/p>\n Friedman and Chivers<\/strong><\/p>\n Friedman gives stark warning about data in Data Junkyards and Data Junkies: The Fallacy of Expertise,<\/em> (p. 103). For some reason, I think Tom and David Chivers, in their book , How to read Numbers<\/em> would be chuckling out loud at the concept of data as substance abuse. They might even add another chapter to their excellent book. However, while Friedman leaves data in the dustbin, Chivers puts data and numbers in perspective for leaders.\u00a0 They write,<\/p>\n “In this book, we\u2019re going to talk a lot about numbers: about how they\u2019re used in the media, and about how they\u00a0 \u00a0 \u00a0 \u00a0 can go wrong \u2013 and give misleading impressions. But along the way we will need to remind ourselves that those\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 numbers stand for something. Often they will represent people, or if not people, then things that matter to\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 people, (p.2).”<\/p>\n Epilogues and Conclusions<\/strong><\/p>\n Poole ends with the phrase, \u201cLeadership takes a lifetime \u2013 so be a tortoise, not a hare (p.182).<\/p>\n Friedman ends with a surprising story about creation (surprising since he used the evolutionary theory so much in his book.)<\/p>\n \u201cOn the third day of Creation, just before all forms of life were about to multiply, the Holy One said to his creatures\u2026.(see full story p.266)\u2026It ends with this statement, \u201cThose that chose stability we call trees, and those that chose opportunity became animals.\u201d<\/p>\n Which are you?<\/p>\n","protected":false},"excerpt":{"rendered":" \u00bfEres un \u00e1rbol o un animal?\u00a0 Are you a tree or an animal? (Spanish) Edwin H. Friedman uses the tension of opposites, intentional polarization of thought to challenge the readers concepts on leadership. Going out on a limb, I reached back to the definition of dialectic dialogue. (philosophy a: discussion and reasoning by dialogue as […]<\/p>\n","protected":false},"author":182,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[2626],"class_list":["post-31211","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-dlgp02-friedman","cohort-dlgp02"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/31211","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/182"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=31211"}],"version-history":[{"count":5,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/31211\/revisions"}],"predecessor-version":[{"id":31216,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/31211\/revisions\/31216"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=31211"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=31211"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=31211"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\nAt first glance, Edwin Friedman\u2019s take on leadership flies in the face of Poole\u2019s approach to Leadersmithing<\/em>. While Poole provides 52 exercises for good Leadersmithing. Friedman boils it down to one phrase, \u201cFailure of Nerve.\u201d\u00a0 <\/em>He also takes on the problems of emotion and empathy. This is in contrast to Poole\u2019s deck of \u201chearts\u201d calling for: Manners, Trust, Listening, Relationships, etc\u2026. (Poole, p.152). Friedman, however, writes, \u201cEmpathy has become a power tool in the hands of the weak to sabotage the strong, p. 26. \u201c<\/p>\n
\n2) A well-differentiated leader is less likely to become lost in the anxious emotional processes<\/em> swirling about, (p.\u00a0 15).<\/p>\n
\n1)\u00a0 Conceptually stuck systems cannot be unstuck simply by trying harder, (p. 37).
\n2) The treadmill of trying harder is driven by the assumption that failure is due the fact that one did not try hard enough, (p.39).
\n3) Seeking answers can be its own treadmill. Changing the question enables to step off, (p.43).<\/p>\n
\n1) Data may eventually outweigh the planet, p. 104.
\n2) As long as leaders base their confidence on how much data they have acquired, they are doomed to feeling inadequate, p. 104.
\n3) The pursuit of data, in almost any field, has come to resemble a form of substance abuse<\/em>, p.106).<\/p>\n