the behavior of the generation directly preceding it (A!B!A). In other
words: materialism follows post-materialism; then comes materialism again, and
so on.- The paradox of individualism:
This paradox was described best by C.G. Jung, who wrote that we must be with
others in order to truly be our individual selves. “I” needs “we” in order to be
able to be a perfect “I”. I would like to add to the thought of Handy and Jung: due
to the complexity of the today’s world, “I” can only then become part of a
genuine “we” if that “I” is whole. - The paradox of justice:
Finally, the distribution of justice within a society arises. Should people receive
what they need, or what they deserve?
For Charles Handy, the key to handling these paradoxes lies in a new definition
of organization, work and capital. So organizations today are not comprised of
rigid structures of rules and functions, superiors and subordinates, but are instead
organized communities of equally valuable members. The capital of the modern
organization is no longer monetary, but instead the capital consists of the knowledge
and the abilities of people within the organization. However, leaders cannot expect
those possessing this capital, their employees, to invest in increasing their mental
wealth. Leaders must recognize potential, promote it, and put it to the best use.
According to Handy, the fundamental values of the working world of the Twenty-
first century consist of a sense of continuity, a sense of solidarity, and a sense of
moving forward towards a goal. The sense of continuity refers to the concept that
people are links in a common chain, rather than individuals in the vortex of change
they experience in the complexity and speed of today’s world. Stability and reliabil-
ity give people the necessary footing to master the paradoxes of our age. The sense of
solidarity refers to workers experiencing feelings of affiliation and shared goals, rather
than being driven by the need for individual success. Apart from continuity and
solidarity, people also need a sense of direction, a vision of the future.
According to Handy, there is no perfect method for success in a world
characterized by change. “The secret in a time of the paradox is to balance the
past and future, allowing both to exist simultaneously in the present” (Handy 1995).
1.2.2 The “Return of Leadership”
Who is equipped to lead modern enterprises and people into the future? Without
question, honesty tops the list of characteristics distinguishing a successful leader
from most managers. Following closely behind are: the ability to inspire others, the
ability to tolerate high-stress situations, social skills, charisma and the ability to
form trust. While most managers doubt the wisdom of using authority and strict
discipline in difficult times, the majority also admit that in a crisis they are often
inclined to lead in an authoritarian way.
1.2 Through the Valley of Tears 13