Cardinally, process is about the principle of continuity - uninterrupted connection or union – within an organisation. When leaders make decisions, the impact of that decision is by and large greater than he or she is aware. If we change something less than the whole of a system, it will always impact systems outside the one we have modified. The concept of process serves a consolidative role. It helps us to see how things we manage are related, even though these things look dissimilar. With change, there is a connective unity, which underlies apparent disparity. For example, with decentralisation comes disruption and sometimes confusion; people have varying views as to its wisdom; yet, the unity is in pride of achievement, or in the willingness by the leaders to “give it a go”.

Focussing on process is focussing on the “how” things are done, not the “what” is done. Learning to acknowledge that there are interconnections between apparently disparate parts of an organisation, and learning not to prejudge outcomes, but to focus on the ebbing and flowing of connections, is process management.

Having an eye on process, and having faith in process, often produces an unpredictable extra. It is somewhat akin to synergy. Synergism, in broad terms, may be defined as two or more agents working together to produce a result not obtainable by any of the agents independently. The word synergy or synergism comes from two Greek words: erg meaning "to work", and syn meaning "together"; hence, synergism is a "working together".

Cultural change requires a leader to adopt a process that attempts to modify all infrastructural elements. The consequences of partial and incremental changes are generally bad, as the organisation as a dynamic whole inevitably moves out of balance, in part due to its inertia.

steve@zerotcd.com.au

Authentic leaders have the unenviable task of making decisions in risk environments, and under conditions of uncertainty. Leaders must have the capacity to move ahead in spite of risks, no matter how grave. Authentic leaders must manage the risk taking, not the risk avoidance process. This requires centeredness and courage.

I am not talking here about corporate cowboys (and girls), but rather the courage to manage the process of creating, or co-creating, a new vision, new organisation, and new processes. Clearly the status quo has not the answers to 21st century progress, and so cannot remain the standard text from which we navigate out of the organisational mire that inertia and pseudo-leadership has allowed to engulf our institutions.

The major paradigm shift that is required to succeed in this century will require major change within our structures. This will require creative courage. Major change requires major creative courage. The challenge for leaders will be about professional decision-making process in the midst of organisational environments that say it cannot happen. Courage is the key.

steve@zerotcd.com.au