{"id":39606,"date":"2024-11-21T15:07:06","date_gmt":"2024-11-21T23:07:06","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=39606"},"modified":"2024-11-21T15:10:59","modified_gmt":"2024-11-21T23:10:59","slug":"%d8%af-%d8%aa%d8%b1%d9%87%da%ab%d8%b1%d9%88-%d8%af%d8%b1%d8%b3%d9%88%d9%86%d9%87-lesson-from-terrorists-pashtu","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/%d8%af-%d8%aa%d8%b1%d9%87%da%ab%d8%b1%d9%88-%d8%af%d8%b1%d8%b3%d9%88%d9%86%d9%87-lesson-from-terrorists-pashtu\/","title":{"rendered":"\u062f \u062a\u0631\u0647\u06ab\u0631\u0648 \u062f\u0631\u0633\u0648\u0646\u0647 Lesson from Terrorists (Pashtu)"},"content":{"rendered":"

\u062f<\/strong> \u062a\u0631\u0647\u06ab\u0631\u0648<\/strong> \u062f\u0631\u0633\u0648\u0646\u0647<\/strong> Lesson from Terrorists (Pashtu)<\/p>\n

Part 1 Introduction<\/p>\n

Part 2 What my peers are saying<\/p>\n

Part 3 What others are saying<\/p>\n

Part 4 What I learned<\/p>\n

Epilogue<\/p>\n

\u00a0<\/strong><\/p>\n

Part 1 Introduction<\/strong><\/p>\n

Margaret Wheatley\u2019s book, Leadership and the New Science: Discovering Order in a Chaotic World[1]<\/strong><\/a>,<\/em> takes leadership studies in an interdisciplinary direction.\u00a0 She uses concepts from chaos theory, quantum physics, and biology to challenge traditional Newtonian organizational management models.<\/p>\n

Wheatley values members of an organization and states, \u201cIn every organization, we need to look internally, to see one another as the critical resources on this voyage of discovery\u201d (p.8)<\/p>\n

Each member is a part of the solution to new leadership models.\u00a0 She writes, \u201cWe must engage with each other, experiment to find what works for us and support one another as the true inventors that we are. (p.9)<\/p>\n

Part 2 \u2013 What my peers are saying<\/strong><\/p>\n

DLGPO2 Dinka Utomo writes, \u201cthat is the spirituality of leadership. Leadership willing to change and be renewed will always be sensitive to the voice of God,<\/strong> who speaks through learning and results in expanding horizons, enlightenment of thought, and improvement of relationships. This means the willingness to hear and follow the will of Christ, the Great Leader. Utomo goes on to say, \u201cWoodward, in the book Scandal of Leadership,<\/em> writes, \u201cIf we imitate the desires of Christ, it will result in true missional leadership, evidenced by others-centeredness, humility, and a kenotic (self-emptying) approach to leadership.\u201d<\/p>\n

I am reminded of Psalm 23:1-3,<\/em> “The Lord is my shepherd, I lack nothing. He makes me lie down in green pastures, he leads me beside quiet waters, he refreshes my soul. He guides me along the right paths for his name\u2019s sake.” Dinka gives thought to Leadership willing to change and be renewed will always be sensitive to the voice of God<\/strong>.\u00a0 This returns my thoughts to the King of the Universe who created chaos theory, quantum physics and biology.\u00a0 While these terms are attractive to the modern science folk, I see them as part of God’s grander plan for us, not the center stage.\u00a0<\/em><\/p>\n

DLGP 02 Pam Lau writes, Immediately my thoughts centered on the Church, pastors in particular, who are working diligently against the mechanistic and hierarchical models of leadership. \u00a0From knowing my own pastors throughout my life and the pastors in our cohort, I witness servant women and men who embrace their churches as living systems, facilitating relationships, and working hard at nurturing self-organizing capabilities. I am wrestling with how a pastor of a church can do what Wheatley suggests in\u00a0Leadership and the New Science\u00a0by leaning heavily on the idea that leadership creates conditions where organizations can self-organize, adapt, and thrive,[4]<\/sup><\/a>\u00a0especially in our current culture where interpersonal conflict is now the norm.\u00a0<\/strong><\/p>\n

I lack the experience in church administration to make a serious comment on this, but the question of interpersonal conflict as the new NORM. Saddens me.\u00a0 Structure, renewal, reorganization.\u00a0 Is this a cycle that repeats itself? <\/strong><\/em><\/p>\n

Part 3 \u2013 What others are saying<\/strong><\/p>\n

Thomas David with eco. Emergent publications[2]<\/strong><\/a> writes, \u201c<\/em>Wheatley begins her journey by stating that there is a simpler way to lead organizations that requires less effort and produces less stress than the hierarchical command-and-control methods that most companies employ today. She goes further to suggest that there is no one right way to do anything, best practices are more mythic than real, and the best solution is one that is created out of the unique relationship that people craft to their environment and their circumstances. She borrows the analogy from quantum mechanics that subatomic particles come into being and are observed only in relationship to something else. \u201cThey do not exist as independent things.\u201d<\/strong> Business, she believes, shares the same underlying characteristic and can truly only be understood in relationship to itself and its environment.<\/p>\n

Goodreads writes, \u201cThe new edition of the bestselling, acclaimed, and influential guide to applying the new science to organizations and management. In this new edition, Margaret Wheatley describes how the new science radically alters our understanding of the world and how it can teach us to live and work well together in these chaotic times.[3]<\/a><\/p>\n

Part 4 \u2013 What I learned <\/strong><\/p>\n

In Chapter 10, The Real World<\/em>, I was surprised to discover a section on Leadership of Networks: learning from Terrorist Groups. Wheatley writes,<\/p>\n

\u201c(effective leaders) \u2026include the abilities to communicate a powerful vision, motivate people to work hard for them, achieve results, exceed plans, and implement change. We want their leadership to result in a resilient organization able to survive disruptions and crises, one that grows in capacity, that doesn\u2019t lose its way even after the leader retires. [4]<\/a><\/p>\n

Oddly enough, she applies this adaptability to effective terrorist organizations.\u00a0 Terrorist organizations, such as Osama Bin Laden\u2019s, were still operating even while he was hiding in caves.\u00a0 She says, \u201cU.S. military commanders frequently acknowledge they are fighting a new kind of enemy.\u00a0 They describe this enemy as one who learns, changes and adapts.\u201d<\/p>\n

I find this oddly disturbing as the Hamas and Hezbollah continue to pursue the destruction of Israel.\u00a0 Cutting off the \u201chead\u201d of these organizations, a goal of Israel, may not be as effective as Israel hopes in defeating these organizations. \u00a0In addition, to defeat these terrorist organizations, the US Army will have to be equally flexible.<\/p>\n

Epilogue, <\/strong><\/p>\n

As part of my emotional and leadership baggage, I came into this program with a veneer of Army doctrinal leadership.\u00a0 I wondered how I would be changed.\u00a0 The hierarchal structures of the past are being replaced by a more flexible and collaborative generation of leaders. Team Leadership and polycentric leadership are a reality that \u201cboomers\u201d like me will have to recognize and honor.\u00a0 Department of the Army, ADP 6-22: Army Leadership <\/em>describes US Army Leadership as a mixture of styles:<\/p>\n