No matter where you go, there you are.
(Source: possibly Confucius, biblical, or Star Trek)
____________________________________
Many people go through life taking the events of each day as they happen, happily addressing each challenge, and then heading home with the sense that they did the best that they could, given the circumstances. Tomorrow is another day, not to be worried about until the morning comes.
But for those who find themselves in situations that require change, where their vision of the future is different from the realities of today, and where they have made the choice to play an active part in achieving that vision, such a laissez-faire approach does not work. If change is to occur, some sort of intervention is required. And the only tool that any individual has to bring about change is themselves - their actions, behaviors, dialog, questions, and choices. They must choose to use their skills and abilities in deliberate and thoughtful ways to influence others. In short, they must use themselves as the instrument of change, a concept often referred to as self as instrument.
As with any instrument, before one becomes a virtuoso there is learning, practice, and performance. A musician does not decide to become a pianist and immediately leap onto the stage at Carnegie Hall. Practice and preparation is necessary before the performance. Nor does a leader decide to become an instrument of change and immediately charge forward to success without introspection and learning.
Katherine Curran, Charles Seashore, and Michael Welp summarized the concept of self as instrument best in their November 1995 presentation to the ODN National Conference:
Perhaps the most powerful instrument we have in helping our clients navigate change is ourselves. Our ability to use ourselves potently relies in large part on the level of awareness we have about the impact we make, and our ability to make choices to direct and modify that impact.Awareness is the key. Developing the mind so it is aware of self, others, situations, and patterns is the beginning of being able to use yourself as an instrument of change. Self-awareness and self-management become the first requirements.
In Primal Leadership, Daniel Goleman lists these as the first two dimensions of what he has termed emotional intelligence. True self-awareness requires reflective self-examination, feedback from others, and knowledge of who you are, where you are going, and why you are going there. Self-awareness is not something that is intrinsic, it is developed over time, often with the help of others guiding the self-discovery process.
In his book Leadership From The Inside Out, Kevin Cashman suggests:
Leadership is not simply something we do. It comes from somewhere inside us. Leadership is a process, an intimate expression of who we are. It is our being in action. Our being, our personhood, says as much about us as a leader as the act of leading itself.Cashman's statement about leadership is also applicable when we are becoming an agent of change; it is not simply something we do. It is a process, an intimate expression of who we are. It is moving from passive observer to active participant.
But, why all this talk of self when what we want is to influence others to join us in the pursuit of our vision? The answer is: through the understanding of yourself, you become a more authentic leader, one who "aligns both actions and behaviors with [your] core values and beliefs". (An Overview of Self as Instrument Using a Leadership lens and a Coaching Application, Debbie Kennedy, December 29, 2006) This authenticity is visible to those who would be followers and companions on the journey to the desired future, and encourages the development of trust between the leader and the followers. Also, "Followers learn by observing the positive values, psychological states, behaviors and self-development being modeled by the authentic leader..." encouraging the same behavior in the followers. (Kennedy)
You have the ability to become a leader who makes a huge difference in your organization if you are willing to devote the time to develop the tools you need to be an effective instrument of change - to develop your "self as instrument". The journey to virtuosity begins inside by learning about who you are, developing self-awareness and self-management (and as Goleman would suggest, in the development of social-awareness and relationship management). It continues by becoming clear on what you want to accomplish as a result of your effort, and why it is important to create a particular vision of the future.
Once you have developed the ultimate instrument (yourself), no matter where you are, you will have with you everything you need to be an authentic leader who can make a difference.
Insightful post, Jim. It makes me think of a favorite book that profoundly impacted my life when I read it the first time: “Wherever You Go, There You Are: Mindfulness Meditation in Everyday Life” by Jon Kabat-Zinn.
ReplyDeleteWhen I first read that book, I was struck about how I was always trying to get “there” but the reality is that the constant is me and I am there. As Kabat-Zinn writes “When it comes right down to it, wherever you go, there you are. Whatever you wind up doing, that’s what you’ve wound up doing … Whatever has happened to you, it has already happened. The important question is, how are you going to handle it? In other words, ‘Now what?’”
I think the self-awareness you write about comes from practicing mindfulness. I find for myself, I’m at my best when I’m being mindful and at my worst when being mindless (is that a word?). I believe mindfulness leads to what you describe as one of the first requirements for self as instrument “Developing the mind so it is aware of self, others, situations, and patterns.”
If it’s good enough for the Dalai Lama, it’s good enough for me.
The quote that struck me was a leader “aligns both actions and behaviors with [your] core values and beliefs.” I think that if there is a mismatch of the leader’s core values and believes and that of the team that he or she is trying to lead conflict will arise. But how do you change core values and beliefs? Should the leader adjust or should the team? Can they meet in the middle? Should a different team be formed? Should a different leader be acquired? I am not sure I know the answers to these questions. The only thing that I can do as an instrument of my own destiny is decide if I am willing to adjust my core values and beliefs and take appropriate action.
ReplyDeleteThis post reminded me of something my mother told me when I was a teenager - "You can't expect others to love you if you don't love yourself first". This, of course, was said in reference to me starting to date boys.
ReplyDeleteWhat my mother told me, though, has stuck with me throughout my life. I've translated it to mean that I can't expect something from someone else (i.e. respect, love, trust, kindness, etc) if I can't find those things within myself/for myself.
In relation to "self as instrument", my mother's words could be interpreted to mean that if you desire an outcome you must first posses within yourself all the awareness, knowledge, skill, and ability to achieve that outcome - be the instrument that can create the outcome.
To be effective, all instuments must be maintained, tuned, sharpened, upgraded, etc. For a person to be an effective instrument that positively influences change for others, that person needs to keep themselves sharpened, upgraded, tuned - the best way to do that is to continually expand their knowledge and skills to ensure they are the most "instrumental" in influencing the environment around them.
The portion of this post that caused me to nod my head up and down in agreement was the portion relating to being an 'authentic' leader. I have found this message to be very true with people who have held leadership positions that were associated with me. The ability to be a leader takes time to grow and develop. A major portion (as far as I am concerned) is the authenticity of the person (leader). As time goes by, people watch and judge the authenticity of the leader. This leader must align his/her actions and behaviors with the leader's core values and beliefs. When potential followers observe inconsistent behaviors and actions with stated values, the ability to lead for that person is undermined. I believe this to be very true.
ReplyDeleteA portion of this post highlights the need to recognize this fact and apply it to our lives (in the role of the leader). As a leader, it is easy to let your actions vary from the stated values. This is where the leader's self-awareness and self-management must provide clear direction. This ability takes constant effort to maintain and develop. This is a great reminder to maintain attention to your self-awareness and self-managment. Your ability to lead requires it.
I think the idea of aligning your actions and behaviors with your core values seems like such a basic concept but it really is a fundamental one. I know at various times in my life I have found myself in a situation where I was just “going through the motions” and I think it comes down to being in a situation, whether it’s a job or a personal relationship, which doesn’t align with your core values. You can feel that something is off and it just isn’t satisfying. I see a lot of people who just accept their situation and continue going through the motions rather than taking stock of themselves and figuring out what would really make them happy in life. I guess looking within yourself can sometimes be a scary prospect but when you do figure out that a change is necessary and what direction you want to move in the other pieces like how to get there usually fall into place more easily.
ReplyDeleteJim,
ReplyDeleteA particular concept that was resonant to me through the post and through the comments of my colleagues is the importance of recognizing power and control we each have as individuals.
Speaker Dr. Ernie Mendes recognizes the same concept in a simplified and provoking way with the equation:
Event + Response = Outcome
Looking at the first two variables in the equation we can recognize that there is an independent variable (one that we can change, influence or control), and a dependent variable (one that is static). As individuals, we must take control of ourselves though our thoughts, actions or responses to affect the outcomes we dream to achieve. The concept of "self as instrument" includes that we are in control of ourselves (or our "responses"), but often not in control of the events that occur to us. Influencing change to achieve the desired outcome requires us to recognize the power and control we have of ourselves.
I am reminded of an example my colleague Ed Sprague shared with us, in which he recognized his power and control over his own happiness. In essence, he recognized himself as instrument when "sitting on the dock of the bay," and contently returning home from sailing throughout the Virgin Islands in pursuit of his dreams/destiny.
Self as instrument is very provoking topic. For successful relationships it is important to recognize the truism that the one constant in life is change. I think that often times the way people deal with change both in their professional and personal lives’ is by trying to change others. By realizing that you as an instrument of yourself can only control your own path in life and not the path of others spawns the opportunity to become a leader. However, not everyone in life can be a leader at every moment in time. A leader not only knows when to lead, but also knows when to follow.
ReplyDelete“The only tool that any individual has to bring about change is themselves - their actions, behaviors, dialog, questions, and choices” this was the clarifying quote for me. It identified how critical we are in determining the outcome and reinforced the concept of “lead by example”. It also represents only one half of the circle of change. The tool (individual) is also changed as a direct result of the actions taken. The change goes in both directions and has effects that can be both a positive and/or a negative. We move from observer to participant then back to observer.
ReplyDeleteLike Kevin I am also am reminded of the example my colleague Ed Sprague shared with. Ed recognized his control and chose to bring about change by returning home choosing a successful career and family. But I believe in circles and for Ed his success has led him back to sailing in tropical paradises, not as a deck hand but as the captain.
Barbara Kennedy said: The following sentence captured my attention: “Developing the mind so it is aware of self, others, situations, and patterns is the beginning of being able to use yourself as an instrument of change.” When I read this, the word “manipulate” came to mind. I think it’s important to recognize that the concept of “self as instrument” can be influenced by our most basic human polarity: Good vs Bad.
ReplyDeleteWe have had so many instances in our history when “leaders”, have used “self as instrument” to control or influence their followers for their own benefit. As an example, I give you Jim Bakker, the Assembly of God minister and charismatic leader of the PTL club, who was indicted for fraud and embezzlement. This man was certainly an instrument of change, but he used his “self as instrument” for his own selfish purposes and let down his supporters. Unfortunately, nearly every week we read about instances like this in the news.
I can’t agree with Cashman’s statement that leadership is “an intimate expression of who we are.” Bakker completely fooled his congregation about what kind of man he really was. I also can’t agree with Kennedy’s statement that “through understanding yourself, you become a more authentic leader.” I think you can develop the skills needed to become a leader by understanding yourself. However, “authenticity” does not automatically accompany leadership.
So Jim, this leads me to agree with your statement that “self-awareness and self-management become the first requirements.” I think these two components become inseparable for an authentic leader. So how can we be certain that our leaders are managing themselves and not just creating an illusion that we want to believe in? When we become leaders, how do we gain the trust and confidence of others? How can they be certain that WE are authentic? How do we manage ourselves? Maybe it starts with a lesson from Bakker. He says that “Every day of your life you will make decisions that affect your destiny.”
I look forward to hearing your ideas in future blogs about ethics and the self-management aspect of leadership.
I like the Kevin Cashman quote in this post. "Leadership is not simply something we do. It comes from somewhere inside us. Leadership is a process, an intimate expression of who we are. It is our being in action. Our being, our personhood, says as much about us as a leader as the act of leading itself."
ReplyDeleteI believe the difference between a good leader and a great leader is the leader’s ability to make others believe their vision is attainable. Almost anyone can articulate a vision, but not everyone can inspire others to work hard toward that vision and believe it is possible. Whatever that quality is that makes a leader someone you can “believe in”, is in their personhood. Perhaps that is what is mean by “authenticity”. I agree with Mickey’s comment that a leader must align his/her actions and behaviors with the leader's core values and beliefs. I think we humans are very good at detecting hypocrisy and we will not “believe in” someone who does not walk the talk.
Being a leader is not about self; it is about others. Being a leader is, by self –definition, leading others. Knowing oneself is a great place to start, is necessary, and is ongoing but it is not the end game. Self-reflection, in terms of leadership, is a means to an end – to become more effective (however you want to define effectiveness). We all know individuals who talk about leadership, read about it, go to classes on it, but, never get around to leading – taking the risk.
ReplyDeleteDaniel Goleman, etal all have valid, substantive information about leadership but, they are not the first to discuss developing skills such as Emotional Intelligence. One has to look no father than the work of Dale Carnege in 1937. In addition to all the skills related to understanding oneself, the environment, and others, Carnege stresses feedback. As Ken Blanchard says “Feedback is the Breakfast of Champions”. Finding a trusted friend(s) or college(s) (hopefully one in the same) to provide constructive criticism that you can trust is essential to personal growth. This constructive criticism helps the individual look at the Johari Window.
Lastly, a leader’s behavior needs to be consistent with his or her message. They need to be able to “walk the talk” to build up the credibility necessary for authentic leadership. They need to avoid the pitfall of “do as I say, not as I do”. So, reflect on oneself; understand the vision; take care of others as you would want to be cared for; communicate; get feedback; be the change you wish to see in others; be willing to follow; and GET BUSY LEADING!
Ed Sprague
The statement that struck me most was “You have the ability to become a leader who makes a huge difference in your organization if you are willing to devote the time to develop the tools you need to be an effective instrument of change….” Developing the tools to be an effective instrument (leader) I could not agree more.
ReplyDeleteBecoming a leader also requires understanding oneself. Recognizing personal characteristics is important in learning how to deal with others, recognizing strengths and weaknesses, and adopting an appropriate leadership style.
A leader has to be a person of character who possesses self confidence based on a strength anchored in strong personal values. Leaders must know their strengths, limitations and the world around them, and be capable of adapting and improving daily. A leader has to Do the right thing, making the decision to choose the “harder right and not the easier wrong.” Do often requires both physical and moral courage
In addition, I also agree with my colleague Chris Heiser about leading by example. We all intuitively know that leading by example is one of the most powerful form of leadership, but ironically it’s often the most overlooked. As Mahatma Gandhi once said “You must be the change you wish to see in the world.” Leading by example is something that we can all do, no matter our role, no matter our position. We can all make the choice and take responsibility to be the change we want to see. We can all take initiative, we can all make the decision to “show the way for others”.
Gandhi said “Be the change you want to see in others”. We often perceive what we believe making our perception our reality. We must recognize our own biases. We also need to recognize how we collect, organize and synthesize information, make decisions and solve problems. Along with this is how we understand and reflect on our responses to feedback and conflict. Much of all of these have to do with our “spirit” at work. Are we just going through the motions, or are we engaged?
ReplyDeleteKinjerski et al., describes four paths to the “spirit of work”. In Kinjerski’s article: Four Paths to Spirit at Work: Journey’s of Personal Meaning, Fulfillment, Well-Being, and Transcendence Through Work”, the authors describes the “spirit” at work. The thought is that one’s work makes a contribution, establishes a connection, and ultimately makes a difference.
We all want to feel we make a difference and contribute. By examining our own feelings via self-reflection, we can better gauge our “Spirit at Work”.
Mike Kennedy
ReplyDeleteI believe that an organization has two types of leaders; formal and informal. The formal leader is a person with the management/supervision position of power. The informal leader is the person that is sincerely respected by subordinates, peers and supervisors for their knowledge, skills, abilities, credibility and leadership charisma. I have observed informal leaders being more influential in organizational change than most formal leaders. Most informal leaders fully understand (self awareness) the individual influential powers they hold. The key to their success in implementing organizational change is that their established credibility minimizes or eliminates the fear factor associated with change. This credibility is not just given to an informal leader; it must be earned over a period of time. Exceptional leaders that can successfully implement organizational change usually hold both the formal and informal leadership positions.
After reading the posted article, I now understand the “Self as Instrument” style of leadership and how it is utilized as a tool for implementing change within an organization. With self awareness as a critical first step in the process, it should be accurate. For some people it would be difficult or impossible to see themselves as others see them. True self awareness should include an evaluation of all factors, good and bad. We all have individual strengths and weaknesses that make us who we are. An accurate self awareness evaluation would include what we are good at but would also acknowledge what we still have yet to learn, admitting to areas of needed improvement and owning up to our mistakes. In our competitive culture in America, most leaders are hesitant to identify, admit or openly discuss their weaknesses. It would be refreshing if leaders and elected officials took responsibility for both their strengths and weaknesses. This would increase their credibility and integrity, both qualities we want and expect from employees within our organization
For me, self as instrument means being aware of your skills and abilities, what motivates you, what you're comfortable with, what's important to you, what you are capable of and where you need to improve, so that you can motivate others to do what needs to be done. No matter what tools, methods, models, interventions, etc. we use, we ourselves as leaders will have the biggest impact on the outcome. Different people can follow exactly the same steps and have different results because they themselves are different. So to be an effective leader, you need to be self-aware, evaluate yourself, know your strengths and weaknesses. By doing so you can leverage your strengths and improve, or mitigate, your weaknesses, thereby improving your leadership abilities. There are many lists that outline the characteristics of good leaders, and if you take the time to know yourself, you can compare yourself, see how you stack up and decide what, if anything, you want to change. You can also determine the types of leadership situation in which you will be most effective - some people are suited for leading organizations and/or large groups; others do better in leadership roles on a smaller scale.
ReplyDeleteLeadership in and of itself is not good or bad - it simply means motivating others to do something (Stephanie's simplistic definition!). There have been people with excellent leadership abilities who have used them for horrible or corrupt purposes. But even they are probably aware of their purpose, their motivations, and have evaluated their leadership skills and have honed them to serve their purposes. I agree with what the post and with what others before me have said, that you have to believe in what you are doing and align your actions and behaviors with your core values and beliefs (be they good or bad!) in order to be a strong, effective leader. Great leaders can inspire people to do extraordinary things and to follow them through extreme situations. But it takes thought, purpose, follow through, dedication, insight into others, and many other qualities that first come from knowing yourself.
Using the self as the instrument or vehicle to guide change in the direction is an interesting concept to contemplate. Self-awareness and mindfulness are incredibly powerful tools for progressing visions and missions forward in a group. Perhaps the additional utensil in the overall instrument that makes a good leader is selflessness. Every human, whether part of a group or the leader has their own filter and their own life experience that shapes them. Similar to the blog references, I see the leader as someone who has had the experiences, has looked inward, has studied themselves and other successful leaders of change. I see the next step for that person being an assessment of the bigger picture for the greater good of the group. What is best for the group? What are the visions and missions of the group? What is the most strategic, efficient way for the group to get to where they want to be? This altruistic addition to a leader’s character may be able to weed out some of the Jim Bakkers of the leadership class, as Barbara pointed out. With the group’s greater good at the heart of the leader, they will then be able to direct and make decisions in the process of change that work toward the common goal, not just the leader’s goal.
ReplyDeleteThe character of the leader, in addition to their ability to manage relationships and influence people, is how I find myself judging leaders and what I keep in mind when training or managing other people.
One of the greatest obstacles to change is a fear of the unknown. Leaders can reduce fear and implement change more successfully by providing predictability in their actions. Hilter and Churchill were both successful leaders, though with very different messages. However, one common thread they shared was that they did not alter their messages to suit their audience. In other words, they were both authentic. What a leader believes in and the resulting message does not have to be right or good. While followers may learn by “observing the positive values, authentic states, behaviors and self-development being modeled by the authentic leader”, they may also learn by observing consistent negative values. People want to be able to predict how a leader will act and an authentic leader who lives by values will likely be predictable.
ReplyDeleteDan King wrote:
ReplyDelete"As with any instrument, before one becomes a virtuoso there is learning, practice, and performance."
I strongly agree with this statement. Truly great leaders are not born; they must observe, learn and practice the skills necessary to become a great leader. A great analogy is in the world of sports. The truly great leaders in sports are the ones that have great work ethic, practice and do the "right" things on a daily basis. Teammates observe the daily actions of the leaders and naturally follow. You can't fake leadership, as people can see right throught it. Leaders in the locker room aren't always the best players, but the ones that work the hardest, are trustworthy, and genuinely care about their teammates and succeeding as a team. This can be said about a general work environment as well.
As far as self being the instrument of change, leaders cannot force change upon the people around them. As Mahatma Ghandi famously said, "Be the change you want to see in the world." If you want things to change in your life, make the change yourself. If you are a true leader, people will follow and make the changes they see in you. You must start with yourself, and lead others. As the blog stated, "Followers learn by observing the positive values, psychological states, behaviors and self-development being modeled by the authentic leader..."
Great blog
I believe a nuance of this blog is that the more you emotionally and intellectually commit yourself to be the leader, not just assuming the position power, but by owning full accountability for the outcomes of the group you’re leading, the better your leadership effect and outcome.
ReplyDeleteThe philosophy of using one’s self as the instrument of change is a value-added quality to the leadership package. It is not so simple as to be the leadership measure in itself. The classic qualities of leadership, the technical skills of legal leadership in modern times, savvy in financial mathematics and a good sense to how far limits may be pushed, the expert estimation of the fit of the organization to its environment, and the people skills necessary to secure the trust of superiors to be given the job (few of us start at the top) are all important pre-requisites to being a professional. If starting early, pursuing mastery of these qualities and developing our “self as instrument” can be done simultaneously. Lacking a “self as instrument” mentality will likely permanently separate on from leadership greatness. Conversely, having that mentality only, without the other great leader skills and qualities will similarly isolate one from greatness.
There are all kinds of opportunities in the path to great leadership for taking a goat trail to distraction from the goal. However, pursuing the “understanding of yourself, (and becoming) . . . a more authentic leader, one who ‘aligns both actions and behaviors with [your] core values and beliefs’.” Is an excellent prescription to staying on the path.
Thank you for provoking the thoughts.
Rich Vance
It is easier to accept thing for how they are instead of questioning things for how they are. For those leaders who do question the world around them, they take the first step in becoming an instrument of change.
ReplyDeleteAs fellow tuba player myself, I understand the key to a great performance starts with an understanding of yourself and your role within the arrangement. This introspective look provides the framework for how you will practice and prepare for a performance based on your weaknesses rather than your strengths. Doing so allows a performer to refine their own internal skills and abilities while mastering their role within the arrangement. The performer thus becomes an extension of their instrument capable of captivating, inspiring and moving their audience.
Therefore they key for any leader is indeed first recognizing themselves as an instrument of change. Then he or she can invest in themselves to become a fine tuned instrument ready to go when called upon to performer in a leadership role.
As an actor preparing for a role; he or she must prepares themselves by becoming the character of the person. They must carry the same values, manners and character traits of the persona they want to communicate or project.
ReplyDeleteYou only have your self to blame is very appropriate for this article! We often need to first start with understanding our selves before we start to lead or change others. We each have the potential and power to accomplish many extraordinary achievements. We just need to start, connect and believe in ourselves.
As I get older (35), I have become more aware of my self in each social situation I encounter. As I continue to grow and evolve in my capacity to expand my self awareness, I know that I am genuine and congruent when everything feels aligned internally as well as externally. The magic that underlies the concept of Self as Instrument is that each of us has a life-long invitation for growth and evolution.
One of the things I enjoy most about this MPA program is the opportunity to learn with a great group of civil servants. We are all tuning our instruments to perform at a new level and lead our organizations through these very difficult times.
ReplyDeleteMy favorite part of the post talks about authenticity of a leader. Bringing yourself to the task of followership and to the task of leading is important. Authenticity is also very important for success in personal relationship including marriages and raising children. Don’t forget introspection, take the time to look inside yourself and discover if you need some tuning up.
“Leadership is an intimate expression of who we are.” Wow, what a great way to describe the importance of openness, directness, sharing, and quality discussion. I have seen technically proficient leaders fail because they did not share themselves with subordinates. These types of (possibly introverted) leaders are often seen as untrustworthy.
Mike Davis
I agree with the concept presented by this post, although this is a thing I have become somewhat intimate with before this class (Sorry Jim). Just as we are the language we use, the idea of self as instrument of change is the logical next step of this process. As leaders we all need to recognize the power we all represent within our organizations as agents of change, and hopefully improvement.
ReplyDeleteThe fact that we are all in this class demonstrates our collective desire to improve ourselves in a manner that will improve our workplace. This self-improvement will provide a stable platform to launch our ideas and concepts for greater change in out organizations.
If we rely solely upon this education and fail to try to make positive change we have failed our organizations. There will always be a measure of place holders, people who rise to positions and proceed to hold the line of mediocrity. In the pursuit of excellence for our organizations we will be subjected to heart rending and frustrating failure, but not always. Mediocrity’s agents will always question and ridicule our motive’s and goals as we fight the status quo.
This fight must be fought by all of us. It is through this process that we can make a change. We all hope to make a difference and that others see the fruits of our labor. It is imperative for our organizations to improve and evolve with the environment they reside within. It is imperative that we do not fail as agents of change with our Self as Instrument.
Sean Marchand
After reading Eva’s response I too questioned what it really means to be free. Life is full of obligations. We certainly devote an enormous amount of our time each week to meeting our obligations at work with our peers or at home with our families. From early childhood the concept of “play time” as a period to pursue our own individual interest is instilled in us which differentiates the “other time” that we must submit to the will of our parents. This concept continues to be reinforced in school through meaningless home work assignment until we graduate from high school and are finally ready to enter into the real world as adults. Those who aren’t ready, delay facing reality by going to college for four years.
ReplyDeleteAs adults, we give up our new found freedom to meet a new set of obligations. We take jobs to make sure we have the money we need to drink Starbucks in the morning, live in modest 4 bed 2 ½ bath detached single family home and to protect our self imagine by dressing in designer apparel. Perhaps the ultimate expression of our freedom as adults is deciding to put aside the joys of bachelor hood and enter into a contract of mutual support through marriage until ‘’death do we part”….(unless we opt out) Along the way we have kids , grow old just as quickly as our own debt continues to grow. Miraculously this chronic problem of being overly obligated is passed on to our children and the cycle is left to repeat itself again.
John Locke (thank you Jacob) was correct when he formulated his notion that social contract exists to create order and stability in our society. Ironically it is this stability that provides us with the freedom to live our life’s how we want, while at the same time, limiting us with obligations.
Therefore whether at home or at work, the decisions we make as individuals shapes the environment around us. For better or for worst, our power of choice makes us solely accountable for the environment in which we find ourselves. Conversely, the power of choice gives us the opportunity to fall in love, be married, have children and experience the other great joys of life!
When I think about freedom, I think about the Declaration of Independence which gives us the right to life, liberty and the pursuit of happiness. Americans have the freedom to make choices, but we also have laws that were created for the good of the people. Not everyone agrees with these laws, but in general, we accept them, and abide by them, and this establishes the norms for our society.
ReplyDeleteI think we can draw an analogy between our government and our workplace. When we chose to work for a company, we give up some of our freedoms and we acknowledge that we must abide by the rules, regulations, and processes that are created by management (gov’t) for the good of the company (nation). You state “it’s management’s job to give us rewarding work, to motive us, to make us into high-performing individuals”. I do not believe that management can be held accountable for our transformation into motivated, high-performing individuals. Nor do I believe that the government can be held completely accountable for what we achieve as a nation. Within the confines of our accepted societal norms, our nation provides every one of us (regardless of race, religion, gender, social status, etc.) the freedom, opportunity, and environment to achieve our dreams, goals and desires. Similarly, I believe that it is management’s responsibility to provide an opportunity for us to have rewarding work, and to provide a supportive environment where we can be self-motivated and have the opportunity to become high-performing individuals and achieve our professional dreams. And if that environment is not provided to us through our workplace, we have the freedom to choose another environment in which to work.
To fully exercise our freedom, we often need courage to make those difficult life-changing decisions. No one said it would be easy. We all have the opportunity to shape our reality through our choices made by our own free will. Like it or not, you are accountable for the life that you have made for yourself. Management or government can’t force you to achieve your dreams. They can only provide the environment for this to occur. I believe each and every one of us has the ability and freedom to make choices and as you say, to have the “ability to exercise control over our existence”. We are accountable for our good decisions and our bad decisions. We are accountable for the choices that we make, that we do not make, or that we allow others to make for us. But of course, it is much easier to whine about having no choice than to have the courage to change your life.
Will Foss wrote:
ReplyDeleteI was reading an article on the subject of the “bandwidth” battle among the big internet players Google and Microsoft and others to form agreements with the big cable providers Comcast, et al to allow sharing of the conduit infrastructure that carry cable signals. It would then be possible to stream the internet on your TV directly. Many techno types have already accomplished this with external connections between their TV and PC.
I wondered how this phenomenon would change the conversation about the topic of freedom and accountability and the larger implications it would have for our participatory democracy which is fundamentally dependent on citizens making free and considered choices and every person responsibility to be accountable for those choices. How will people form opinions about what society should be or which politician can be trusted to make it happen in a world where there is no common point of information dissemination or a Walter Cronkite figure of trust and authority giving us the news and “the way it is” precisely at six o’clock every day. People will have the ability to choose what they watch and when they want to watch it without the filter of a network configured by a few execs. The tea bag party folks can watch the whole internet 24-7 instead of relying on FOX to give them the heads up on the most recent Obama disaster.
Jim points out we all struggle with our reluctance to choose freedom and engagement in work and personal life decisions and simply opt out. Block terms it the “escape from freedom”. If an individual has total discretion or the freedom to choose any of the almost infinite types of programming, will he choose everything or nothing? Will he choose to view only that which reinforces a self fulfilling affirmation of his own particular point of view. Will an unlimited connection to social media create an opportunity for us to see all points of view and will we take that information and exercise the freedom of choice it represents? Will it mean we remain in a sustained state of guilt and anxiety because there is so much to consider and so many opportunities for choices.
When Google “is” the Network, all facts can be verified in a nanosecond and truth will not be debated by the talking heads chosen by the few. Media will be uncontrolled and not filtered by any government or mega network and more importantly access will be unlimited. The truth will be accessible. The politician will be less able to lie to you about the kind of job he’s been doing for your community. In turn, you will not be able to easily lie to yourself about why you hate your job. When you come home at the end of the day, truth will be projecting from the flat 54” screen…..