Tag Archives: leadership

Going around in circles

I spent a day last month marking essays that were part of the assessment for a postgraduate module I have been teaching about engineering leadership. I use Boyatzis’s theory of self-directed learning to talk about how students can develop their leadership competences. Then, we ask the students to reflect on the leadership and ethical issues associated with one or two incidents they had experienced or observed vicariously. Most of the time we teach engineering students to make rational technical decisions based on data; so, they find it difficult to reflect on their feelings and emotions when faced with ethical and leadership dilemmas. We show them Gibbs’s cycle for reflective thinking and encourage them to use it to structure their thoughts and as a framework for their essay.  There are obvious and natural similarities between the theories of Boyatzis and Gibbs.  Of course, some students use them and some don’t. However, so far, this is an assignment for which they cannot use an essay mill or a large language model, because we ask them to write about their personal experiences and feelings; and LLMs do not understand anything, let alone feelings.

Goleman D, Boyatzis R & McKee A, The new leaders: transforming the art of leadership into the science of results, London: Sphere, 2002, p.139.

I have written previously on teaching leadership, see for example ‘Inspirational Leadership‘ on March 22nd 2017, ‘Leadership is like shepherding‘ on May 10th 2017, ‘Clueless on leadership style’ on June 14th 2017.

Do you think that you have a miserable job?

Many years ago I attended the Center for Creative Leadership in Greensboro, North Carolina. There I was introduced to a series of books by Patrick Lencioni.  I use one of them, ‘The Five Dysfunctions of a Team‘, regularly as part of module that I teach on Science Leadership and Ethics which is in turn part of a Continuous Professional Development (CPD) programme [see ‘On being a leader‘ on October 13th, 2021].  I pulled the book off my shelf a few weeks ago in preparation for delivering the class and next to it was first one I read and enjoyed, called ‘The Three Signs of a Miserable Job: A Fable for Managers‘.  If you are only reading this post to find out if your job qualifies as miserable, then the three signs are anonymity (you see yourself as being invisible), irrelevance (your work does not matter to anyone, not even the boss) and immeasurement (you have no tangible means of assessing success or failure in your job).  The message of the book is that a manager has a responsibility to ensure none of their team suffers any of these basic signs of a miserable job.

Slicing the cake equally or engineering justice

Decorative photograph of sliced chocolate cakeIn support of the research being performed by one of the PhD students that I am supervising, I have been reading about ‘energy justice’.  Energy justice involves the equitable sharing of the benefits and burdens of the production and consumption of energy, including the fair treatment of individuals and communities when making decisions about energy.  At the moment our research is focussed on the sharing of the burdens associated with energy production and ways in which digital technology might improve decision-making processes.  Justice incorporates the distribution of rights, liberties, power, opportunities, and money – sometimes known as ‘primary goods’.  The theory of justice proposed by the American philosopher, John Rawls in the 1970’s is a recurring theme: that these primary goods should be distributed in a manner a hypothetical person would choose, if, at the time, they were ignorant of their own status in society.  In my family, this is the principle we use to divide cakes and other goodies equally between us, i.e., the person slicing the cake is the last person to take a slice.  While many in society overlook the inequalities and injustices that sustain their privileged positions, I believe that engineers have a professional responsibility to work towards the equitable distribution of the benefits and burdens of engineering on the individuals and communities, i.e., ‘engineering justice’ [see ‘Where science meets society‘ on September 2nd, 2015].  This likely involves creating a more diverse engineering profession which is better equipped to generate engineering solutions that address the needs of the whole of our global society [see ‘Re-engineering engineering‘ on August 30th, 2017].  However, it also requires us to rethink our decision-making processes to achieve  ‘engineering justice’.  There is a clear and close link to ‘procedure justice’ and ‘fair process’ [see ‘Advice to abbots and other leaders‘ November 13th, 2019] which involves listening to people, making a decision, then explaining the decision to everyone concerned.  In our research, we are interested in how digital environments, including digital twins and industrial metaverses, might enable wider and more informed involvement in decision-making about major engineering infrastructure projects, with energy as our starting point.

Sources:

Derbyshire J, Justice, fairness and why Rawls still matters today, FT Weekend, April 20th, 2023.

MacGregor N, How to transcend the culture wars, FT Weekend, April 29/30th, 2023.

Rawls J, A Theory of Justice, Cambridge MA: Belknap Press, 1971

Sovacool BK & Dworkin MH, Global Energy Justice: Problems, Principles and Practices, Cambridge: Cambridge University Press, 2014.

Image: https://www.alsothecrumbsplease.com/air-fryer-chocolate-cake/

Reflecting on self

In a recent interview, the artist William Kentridge described becoming another person when standing back from a work in progress and becoming a critical director of the other person’s work.  He talked about ‘constructing myself from yesterday’s dream and tomorrow’s expectation’.  I have had similar experiences when I am speaking to an audience, lecturing to students or making a presentation at a conference.  I mentally stand back from the speaking self and the other self reviews what is happening and sometimes starts mind-wandering triggered by something said by the speaking self or a reaction from the audience.  I talk about ‘self’ when I am lecturing on leadership as part of our Continuous Professional Development programme [see ‘On being a leader’ on October 13th, 2021].  I am often asked what is meant by ‘self’ and ‘identity’, particularly in the context of Kegan’s scheme of cognitive development [see ‘Illusion of self’ on February 2nd, 2017].  I sense that students are often dissatisfied with my answers.  So, let me attempt a written answer here.  A dictionary definition of ‘self’ is ‘the entire being of an individual that constitutes the individuality and identity of a person’.  In psychology, it might be defined as ‘the totality of the individual, consisting of all characteristic attributes, conscious and unconscious, mental and physical.’  A dictionary definition of ‘identity’ is ‘the distinguishing character or personality of an individual’ and in sociology it is ‘the qualities, beliefs, personality traits, appearance and, or experiences that characterise a person’.  Hence, combining these definitions, identity is the attributes that characterise your ‘self’ and distinguishes you from others.  Kegan’s schema implies that our sense of self develops through childhood, adolescence and early adulthood to the extent that some people (about 35%) can separate their relationships and identity from their self and hence are capable of more nuanced decision-making – this is known as the Institutional stage.  About one percent of the population develop to a further stage, known as the Interindividual stage, where they are capable holding many identities and handling the resultant paradoxes that arise, which can help them to exercise both emotion and rationality as leaders.  I think that self is closely related to our consciousness and consequently is constructed from yesterday’s experiences and tomorrow’s dreams to misquote Kentridge.  So, perhaps it is reasonable to think that we construct, or at least evolve, a self each day as we engage in different roles, for example in my case as a teacher, researcher, university leader or family member.  I suspect that it is my researcher self that sits on the shoulder of my teacher self and mind-wanders while my teacher self talks about something else.  My experiences and dreams in each role are different, divergent even, and means that I have at least two selves that exist towards opposite ends of the ‘Change Style Indicator and have different qualities as well as experiences.

Sources

Peter Aspden, ‘The self is a construction we make every day: Lunch with the FT – William Kentridge’, 22 October / 23 October 2022.

Kegan, R., The evolving self: problem and process in human development, Cambridge, MA: Harvard University Press, 1982.

Longman Dictionary of the English Language, Harlow, UK: Longman Group Limited, 1984.