To become more effective leaders of inspired teams, we will have
to unlearn many of our past practices. We will have to find new ways
of challenging our beliefs. We will have to create a compelling value
proposition for change. We will have to build a process that helps us
anticipate and deal with the resistance that is encountered when
the best knowledge available differs from the basic assumptions that
support our past successes. We will have to adopt a mind-set that
helps foster more fulfilling relationships in our organizations, and we
will have to believe that it is not only possible to find a more
enlightened path but it is also our responsibility.
This chapter does not claim to introduce new ideas about lead-
ership or knowledge management; rather, it is a call to action. It is
a call to create a dialogue to challenge the context in which we
view leadership information and help us discover a more effective
way to lead people. It is a plea for leaders to do the following:
- Begin a process of self-examination and self-discovery
- Resist the temptation to seek simple answers (we must seek
clarity, not simplicity) - Examine the choices we make in order to better understand
how our espoused values differ from our values in use - Choose a different set of beliefs—one that is more consistent
with building inspired teams
The good news is that today, for the first time, leaders may find
that authentic leadership and inspired teams are prerequisites to
organizational survival. A rapidly changing world demands speed,
flexibility, and responsiveness. Past systems of command and
control, strict hierarchical structures, and dictated actions are inad-
equate to the task.
Choosing a Path of Self-ExaminationKnowledge can be defined as information in a context that renders
it useful. Simply put, it may be that our context for viewing
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