BIGGER MINDS 63as easily with the CEO as with Marti Machinist on the shop
fl oor because he or she rewards both with equanimity.
For Collaborators and Transformers, the dichotomies of
either - or thinking give way to a both - and mind - set and a search
for win - win potential across and among people and systems.
Leaders in these roles experience themselves as instruments of
productive change for the benefi t of all. They can generate new
orders, processes, and systems, allowing new interorganizational
realities to emerge and potential innovation to permeate both
human and operational systems.
From an educational perspective, the Collaborator views
teaching as guidance. What distinguishes a guide from a coach
is that a guide doesn ’ t believe that he or she knows best in any
given situation. The prevailing philosophy of a guide is that peo-
ple collaborate and guide each other. With this outlook, guides
can potentially generate more knowledge and therefore more
multiple right answers than nonmutual approaches can generate.
Go back to Table 3.1 and take an additional moment
with it.
Do you see something close to your own leader logic?
Does that leader logic line up with your organization ’ s lead-
ership logic?
If not, is your leader logic advancing or lagging behind the
majority leadership logic of your organization? Is this a
source of frustration or alienation in your experience?
More broadly, do you see the connection between the
leadership culture and logic in which you work and
your capability as a leader?
Independent - Achievers have bigger minds than
Dependent - Conformers.
Interdependent - Collaborators have the biggest minds of
all. How big does your mind need to be to deal with your
challenges?