‘EverydayLeadership’–Astudyonleadershipasthepracticeofacollective

MichelaFenech

AngliaRuskinUniversity

FacultyofScienceandTechnologyMScSustainability

September2016

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“Whenyouseepeoplethatareexceptionstotherule,oftentimesitsbecausetheruleisbroken

notbecausetheyareanexception”DaliaMogahed-Muslimscholar

Tomyfamily-myfirstinspirationfor‘everyday’leadership

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Acknowledgements

I would like to thank my supervisor Dr. David Arkell and course tutor Dr. Nikoleta Jones for

their guidance, patience and support throughout the process of my research. I would

especially like to thank the participants in this research project for taking out of their valuable

time to contribute to this process.

I would also like to thank my family and Steve for their unconditional patience and support

throughout my studies. Finally, I would like to thank Corinna Frey for being my sounding

board when designing the research project and analyzing its findings and Becka Seal for

being extremely helpful throughout the course and for always inspiring me to be a better

student and.

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ContentsAcknowledgements.......................................................................................................................................3Contents.........................................................................................................................4ListofFiguresandTables...........................................................................................................................6ListofAppendices..........................................................................................................................................71.Introduction................................................................................................................81.1Background...............................................................................................................................................81.1.1ALandscapeofSocialChangeandSustainability.................................................................81.1.2EconomicandOrganizationalChange.....................................................................................91.1.3Leadership..............................................................................................................................................91.1.4SocialEntrepreneurship................................................................................................................10

2.LiteratureSurvey......................................................................................................112.1Ashiftfromindividualtocollectivisticleadership...............................................................112.2TheDecentralizationofLeadership............................................................................................112.3Leadership-as-Practice......................................................................................................................133.ResearchArea...........................................................................................................153.1Aim.............................................................................................................................................................153.2Objectives................................................................................................................................................154.Methodology............................................................................................................154.1RationaleforResearchMethod.....................................................................................................154.2ParticipantRecruitment...................................................................................................................164.2.1Sampling...............................................................................................................................................164.2.2Process...................................................................................................................................................17

4.3InterviewProtocol–Method1......................................................................................................174.3.1Process...................................................................................................................................................17

4.4ParticipantObservationProtocol–Method2.........................................................................184.4.1CaseSelection.....................................................................................................................................184.4.2Researcher’sRoleandSiteAccess.............................................................................................194.4.3Process...................................................................................................................................................19

4.5Rationalebehinddataanalysismethod.....................................................................................204.6ValidityandReliability......................................................................................................................205.Results–AnalysisandInterpretation........................................................................225.1Background............................................................................................................................................225.3Interviews–Results1.......................................................................................................................245.3.1Contributiontoasharedpurpose.............................................................................................245.3.2Leadershipgroundedinasharedculture,sharedinformationandnetworks......275.3.3Leadershipthroughtheindividuallearner...........................................................................335.3.4Leadershipthroughcollectiveparticipation........................................................................375.3.5Transitionoutofformalleadership.........................................................................................40

5.4CaseStudy–Results2.......................................................................................................................425.4.1Context..................................................................................................................................................425.4.2Processofsettingsharedvision..................................................................................................435.4.3Leadershipthroughtheindividuallearner...........................................................................465.4.4Leadershipthroughcollectiveparticipation........................................................................475.4.5Transitionfromformalleadership...........................................................................................50

5.6Summary.................................................................................................................................................516.Conclusion................................................................................................................536.1Limitations..............................................................................................................................................53

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6.2Recommendationsforfutureresearch......................................................................................536.3Conclusion..............................................................................................................................................547.ReferenceList...........................................................................................................568.Appendices...............................................................................................................62Appendix1–SelectionProcess............................................................................................................62Appendix2-ParticipantInformationSheet...................................................................................63Appendix3–ParticipantConsentForm...........................................................................................66Appendix4–Semi-StructuredInterviewQuestions...................................................................68Appendix5–OrganizationalContext.................................................................................................70Appendix6–ExcerptsfromInterviews............................................................................................72Appendix7–ExcerptsfromParticipantObservationFieldNotes........................................82

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ListofFiguresandTablesFigures:Figure1–TrendsInterconnectionsMap–2016WEF

Figure2–OrganizationD

Tables:

Table1-ListofEmergingThemes

Table2–Contributingtoasharedpurpose

Table3-Agencyfacilitatedbyasharedculture,informationandnetworks

Table4–Agencythroughtheindividuallearner

Table5–Agencythroughcollectiveparticipation

Table6–Transitionfromformalleadership

ListofAppendicesAppendix1–SelectionProcess

Appendix2-ParticipantInformationSheet

Appendix3–ParticipantConsentForm

Appendix4–Semi-structuredInterviewsQuestions

Appendix5-OrganizationalContext

Appendix6–ExcerptsfromInterviews

Appendix7-ExcerptsfromParticipantObservation

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1.Introduction“Is[leadership]…servingtoadvanceourcivilizationinawaythatissustainabletoourselvesandtoour

offspring?”(Raelin,2010)

1.1Background

1.1.1ALandscapeofSocialChangeandSustainabilityThe world today is shaped by complexity, uncertainty and hyper-paced change. With the

proliferation of technology, we have entered an age of acceleration, interconnectivity and

exponential growth. According to Kurzweil (2003), “the 21st century will be equivalent to

20,000yearsofprogressat[current]rateofprogress”.

Theurbanisationandgrowthofanincreasinglyconnectedglobalpopulationisstrainingthe

environment,polarisinginequalities,creatingculturalpressuresandchangingtheeconomic

landscape (Ghai,1997).Problems like climate change,migration, foodsecurityandpoverty

cannolongerbelookedatinisolation(Beddoeetal.,2009):

“No part of the human race is separate either from other human beings or from the globalecosystem. Itwill not be possible in this integratedworld for your heart to succeed if yourlungsfail,orforyourcompanytosucceedifyourworkersfail,orfortherichinLosAngelestosucceedifthepoorinLosAngelesfail,orforEuropetosucceedifAfricafails,orfortheglobaleconomytosucceediftheglobalenvironmentfails.”(Meadows,2009)

Acknowledgmentof their interconnectivitymakes theseenvironmentalandsocio-economic

challengessystemicandincreasinglycomplex.Thishasdisruptedeconomiclifecharacterised

byrepetition,routineandproduction.

Figure1:Risk–TrendsInterconnectionsMap2016–WEF

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1.1.2EconomicandOrganizationalChange

Human life has been governed for centuries by an elite minority whose power has been

entrenched through rigid hierarchies, monolithic institutions with centralised decision-

makingandaninternationaltaxationsystemthatisnotfitforpurpose(Dorling,2015).The

knowledge era is gradually breaking down these boundaries, whereby people are more

knowledgeable,connectedandinterconnectedthaneverbefore(Raelin,2002).

The global economy is characterised by an increasingly networked, fluid and flattened

organisational context.Withuser-generated content or services that powerbusinesses like

Facebook, Snapchat, Airbnb, Uber and Zipcar, organisations need employees and partners

whotakethelead,makedecisions,andsolveproblems:

“Whereonce,companiessucceededbyinducingscarcityandraisingbarriersthroughpatents,trademarks,copyrights,andcertifications, today, themostvalue iscreatedbyopeningassetsup and maximizing the participation of individuals –to experiment, to localise, to adapt, toinnovate.”RobinChase,FounderandCEOofZipcar(2016)

Customers and citizens are demanding transparency, autonomy and self-expression. This

reflectsashiftfromaworldwithaminorityofleadersanddecisionmakers,toaworldwhere

everyone wants to be active and creative participants in their work and community life

(Raelin,2014).

1.1.3Leadership

Thishascalledforareframingofleadership,asweknowit.Leadershiphastraditionallybeen

seenasasetofindividual,consistentanduniquetraitsorbehaviours.Thishasresultedina

vast typology of leader profiles from executive and charismatic to transformational and

authentic(Dayetal,2014).

Leadershipisapuzzle(Bennis,2007;Sashkin,2006).Aftermorethanacenturyofresearch,

ratherthangettingclosertofindingtheanswers,theever-changingcomplexworldaroundus

iscreatingnewquestionsand,insomecases,evenquestioningwhetherleadershipisneeded

atall(Lakomski,2005).

Morerecentlyhowever,therehasbeenanalternativefocusontoresearchingleadershipasa

shared and collaborative process that can be diffused across many actors, rather than as

personality type with authority or charisma to delegate or inspire action by followers

(Spillane et al., 2004). A similar proposition is being made by researchers, whereby

leadershipisseenfromapracticeperspective,wherebyleadershipunfoldsasacontinualand

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collective process, through the everyday activities and interactions within organisations

(Crevani&Endrissat,2016).

Theimportanceofleadershipasinter-subjectiveagencyisalsoincreasinglyacknowledgedas

crucial fororganisationalperformanceand collectiveparticipation in social change (Raelin,

2014).

1.1.4SocialEntrepreneurship

Socialentrepreneursdrivesystem-changingsolutionstosocialandenvironmentalproblems.

ThisistheindustrydefinitiongivenbyAshoka,oneoftheleadingorganisationsinthefieldof

socialentrepreneurship.Socialentrepreneursarelookingtocreatesystemicimpactthatgoes

beyond its organisational impact. This requires engaging beneficiaries, employees and

partnersasactiveparticipantsthatco-constructsolutionsforchange(AshokaUK,2015).

Thisstudywill focusonexploringthenotionofleadershipasapracticeofacollective,with

particular focus on the field of social entrepreneurship – a field where all these issues

intersect.

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2.LiteratureSurvey

2.1AshiftfromindividualtocollectivisticleadershipLeadership has become a prolific and dynamic area of research, with entire books (Yuki,

2009) and journals (such as Leadership Quarterly) dedicated solely to this research. It is

mainlycharacterizedbyattemptsatdefinitionandnormativedescription,butnotnecessarily

coherence (Raelin,2014).Dinhet al (2014)attempt to take stockof thediversedeveloped

anddevelopingleadershiptheoriesofthenewmillennium.Theyprovideakeyfirststepfor

any attempt towards more integrative perspectives of the field. The authors note how

significant attention is invested on the individualistic qualities, behaviors and styles of

leaders,whichhaveresultedinnumerouslistsofskillsandtoolsforleadersto‘master’.

However, a look at recent leadership theories reveals a shift from the properties or

leadershipstyleofasingleindividualwithcharismaorauthoritytoafocusonleadershipthat

is decentralized from a formal leader. It is shared, distributed or collective process of

leadershipthatdiffuseovervariousactors(Spillaneetal.,2004).

Thismovementisstillemerginganddoesnotyetseemtohaveasetofconceptualidentifiers

(Raelin,2014).AuthorssuchasBolden(2011)arehoweverpavingthewaytocreatingsucha

framework. Definition of this ‘collectivistic form’ (as referred to in Spillane et al., 2004) of

leadership isdispersedandframedinvariousways:empowering leadership(Vecchioetal.,

2010), network-based leadership (Balkundi and Kilduff, 2005), shared leadership (Pearce

andConger,2003),stewardship(Block,1993),distributedleadership(Gronn,2002;Spillane,

2006), collective leadership (Boldenetal., 2008), integrative leadership (OspinaandFoldy,

2009),discursiveleadership(Fairhurst,2007),andrelationalleadership(Murrell,1997).

However, these forms of leadership all seem to refer to a process that is dynamic, highly

contextual, relational and collaborative. They also reveal a system-wide perspective that is

multi-temporal,multi-level and that transcends organisational boundaries.However, so far

thesetheoriesstillshedmorelightonthe‘what’and‘why’,ratherthanthe‘how’ofleadership

(Carrolletal,2008).

2.2TheDecentralizationofLeadershipThese concepts of collectivistic leadership address the need for a new perspective, in a

contextwhere theproblemsorganisations faceare increasinglycomplex, toocomplex fora

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singlestakeholdertoresolve(Blighetal,2006)andwheretheenvironmentisdynamicand

hypercompetitive(Crossanetal,2008).Theythereforehavetodealwithandmakesenseof

extensiveamountsofinformation.Workhasalsobecomelessrepetitive,routinizedandmore

discretionaryformanyorganisations(Raelin,2014).

Verticalleadership(withaformalleaderatthecentre)isnotnecessarilyinvalid,butratherit

isconsideredincomplete(Dayetal.,2004)inthecontextofthe21stCentury.

Team,project-based and self-organizing structureswith flexibledecision-makingprocesses

haveemergedasamoreadaptive,flatandfastermeanstotransferknowledgeacrossawide

valuechainofstakeholders(Swanetal,2010).Self-managingteamsareanincreasinglymore

prevalent and have become a “driving force of organisational effectiveness” (Millikin et al

2010).Theseteamsaremadeupofmemberswithahighlevelofcontrolandagencyaswell

asmoreresponsibilityandself-awareness(PearceandManz,2005).

Controlandsense-makingismoredistributed,itisadynamicprocessthatflowsaccordingto

thevestedinterestforthedecisionathand(Crevanietal.,2010). Thismakesorganisations

betterequippedtosense, innovateandrespondtotheenvironmentaroundthem.However,

as organizations become more fluid, their boundaries also become ambiguous (Hackman,

2003; Mathieu & Chen, 2011) once looked at within a larger network of activity.

Consequently,traditionalorganizationallevelstudiesmaynotnecessarilybeappropriatefor

suchmulti-levelleadershipresearch(Dayetal,2014).

According to Woods (2014), research on collectivistic forms of leadership suggests that

where it works well it creates a ‘holarchic’ environment. This involves, inter alia, social

relationshipsinwhichpeoplearevaluedindividuallyaspersonsandfortheircontributionto

theco-creationofagreaterwhole.Holarchyisanexpressionof“organicbelonging”(Woods

2005) -asocialstructure inwhichthewholeandthepartsareequallyvalued. This ties in

with the emergent notion therefore is the theory of self-leadership, which extends the

concept of self-management (Manz and Sims, 1980) to the individual’s self-regulation and

future-orientedself-direction(NeckandHoughton,2006).

Sofar,Ihavenotfoundresearchwithspecificfocusonthecontextofsocialentrepreneurship,

anareathathasgrowninpracticewherepeopleandorganisationslooktochangesystemic

social problems through entrepreneurship, innovation and creativity andwhere the above

observationsseemtobeexemplified.

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2.3Leadership-as-Practice

Crevani and Endrissat (2016) highlight an increasing recognition in the field of leadership

researchof“thevalueoftheorizingaboutandstudyingleadershipfromapracticeperspective”.

Practice is a social construct that “directs our attention to the ongoing social nature of

organizingand itsholisticcharacter.”Thismeans that leadership is no longer necessarily a

question of a specific mental capacity or approach of one person, and rather is a social

processandintrinsicallycollectiveactivityasa“meaningful,unfoldingtotality”.(Sandberg&

Tsoukas,2011)

Carroll (2016) makes reference to the fact that attention to practice of social and

organizationalconstructionsisdrivenbythegapbetweenresearchofsocialrealitiesandthe

livedexperienceof them.Practice theorybeginsby lookingat the livedexperience (Weick,

2003).

The concept of leadership-as-practice provides a lens through which to interpret social

reality.Itallowsfortheappreciationofthe‘organicflowofcoursesofactionthatchangeas

peopleinteractwitheachotherandthestructuresintheirenvironment,wherethesecourses

ofactionareconstantlyunderconstructionthroughcollectiveactivity. It is thusconcerned

with how leadership emerges through day-to-day individual, social and organizational

experience. (Raelin, 2016) Leadership is a consequence of collective action, not one of its

causes.(Sergi,2016)

Through this lens, Raelin (2014) defines leadership as ‘collaborative agency’, where social

andorganisational structures,underdialogic conditions, releasean inter-subjectiveagency.

Therefore,throughtheircollaborativeagency,individualsshapecoursesofactiontowardsa

co-evolving direction (Crevani and Endrissat, 2016). Raelin (2014) argues that leadership

andagencyareinseparable.Ininter-subjectivity,thesharedexperiencebetweenindividuals

transcends and includes individual experience. This implies a relational interdependence

(Billet,2008).

This captures the relationship between structure and human agency when seeking to

understand social reality. Schwandt (2007) explains that; “when individual agents interact

with each other, orwith objects in their environment, each action potentially alters both the

context and nature of the proceeding actions. These actions, over time, create collective

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structuralpatterns”.These structuralpatterns are thebuildingblocksof organizing.Agents

constitutebutalsoareconstitutedbythediscursiveandinter-subjectivepracticesofagents

withinanexusofactivity(Davies,1991).

This “duality of structure” (Giddens, 1979)means recognizing that inter-subjective agency

andstructureinteractinanongoingflowofsociallifeandthattheelementsoforganizational,

culturalandsocialstructureemergefromthisprocess(Woods,2016).

For the sake of analysis, Woods (2016) recommends framing leadership as a ‘trialectic‘

process;wherebytheinnerworkingsofpersonsinteractwiththestructuralfeaturesoftheir

organisational context. These structural features are institutional (distribution of roles),

social (patterns of relationships) and cultural. Leadership emerges from these day-to-day

individualandcollectiveactions,wherebytheireffectsinfluenceandshapethedirectionand

natureoftheorganization,aswellastheefficiencyandqualityoforganizationalservicesand

outcomes.

There isastrongercall forpracticeresearchof“richerversionsof leadership”comingfrom

moreintimateandcontextualstudiesofsociallyconstructedorganisationalandsocialorders

(Carrolletal,2008).Caroll(2016)alsoacknowledgesthetheoreticalchallengesrelatedtothe

situational, temporalandprocessualnatureofpractice.Nonetheless,Kempsteretal,(2016)

makethepleaforastrongercommitmenttoempiricalresearchdespiteit’s“time-consuming,

expensive and uncertain nature” rather than adding to the many “conceptual critiques and

polemicpropositions”.

Thisresearchaimstocontributetoattemptstoaddresstheuncertaintyaroundthepractice

ofleadershipbypayingspecificattentiontothethemesthatemergefromanempiricalstudy

of leadership activity as a social process, particularly in an area of practice where

collectivisticformsofleadershipareincreasinglyprevalentandalsocontributingtocreating

amoresustainableworld–socialentrepreneurship.

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3.ResearchArea

3.1AimTo explore how leadership is enacted as a collective process in the practice of social

entrepreneurship and the manner in which this shifts or replaces the role of formal

leadership.

3.2Objectives• Toinvestigatethepracticeorworkingsofleadershipinorganizationswithinthefield

of social entrepreneurship, particularly the conditions through which leadership is

enactedasacollectivesocialprocess

• To evaluate the role, if any, of formal leaders as organisations transition intomore

collectivisticformsofleadership

4.Methodology

“Leadershipisdefinedbywhatyoudo,notwhoyouare”-BillGore

4.1RationaleforResearchMethod“Weneedtogetovertheexpansive“critique,potentialandpromise”phaseofanewresearch approach [leadership-as-practice] and settle down to the “real” andconsiderablylessexcitingbutcriticaltaskofworkingouthowweareactuallygoingtoconduct empirical research that will be robust, insightful [and] compelling.”(Kempsteretal.,2016)Aleadership-as-practiceperspectiveprovidesalensthroughwhichtoexamineleadershipas

a social reality. (Kempster et al., 2016)However, it is theoretical research in this area has

beenmostprolific.Anempiricalapproachto thestudy“illuminat[es]theempiricaldetailsof

organizationallifeontheground”(Orlikowski,2010)andputspracticetheory‘intopractice’.

In an attempt to utilise a more holistic methodology, this research will take the form of

qualitative semi-structured interviews (SSI) and participant observation in an attempt to

explorethethemesthatemergewhenempiricallyinvestigatingleadershipthroughapractice

lens.

Kempsteretal.,(2016)stresstheimportanceofin-depthapproachessuchasobservationas

necessary to understanding leadership as a practice and situated activity. Participant

observationofleadershipinitscontextualandcollaborativerealityissofaranunderutilised

researchmethod for leadership. It allows for insight into contexts and relationships. Data

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obtainedthroughthismethodserveasaagainsttheinterviewee’ssubjectiveexpression.This

helps shift focus from the reporting of leadership to the experience of leadership. (Raelin,

2016)

It is however time-consuming and causes concern around reliable documentation of

observations that are inherently subjective. It requires acknowledgment of potential bias,

strongmemoryandpersonaldisciplineanddiligenceonthesideoftheresearcher.(Klenke,

2008)Keepingajournaloftheresearcher’saccountoftheprocessandobservationswillhelp

encourageareflexiveapproachtosuchissues.

In SSI, questions are designed around the topic and issues of focus but allows for more

flexibility and depth than structured interviews (Creswell, 2007). It seeks to probe deeper

intocertainissuesbutisnotastime-consuming.Itleavespotentialforimportantissuestobe

uncoveredwhilestillgatheringrelevantfactualinformation(Macketal,2011).Italsoallows

formoresystematicandcomprehensivefindings(Klenke,2008).AccordingtoKlenke(2008),

it is a method that is; “sensitive to and reflects the nature of the phenomenon under

investigation[and]thecontextinwhichtheinterviewerandintervieweeinteract”.

Together, participant observation and SSI attempt to gather a more in-depth study that

focusesmoreontheeverydaydetail,practicesandcontextofleadershipasasocialprocess.

4.2ParticipantRecruitment

4.2.1SamplingOneorganizationwastobeobservedforthepurposeofthestudytoensureanin-depthand

contextualanalysisofleadership.Thenumberofparticipantsfortheinterviewwaslimitedto

three participants. This is because looking at leadership from a practice theory necessary

implieslookingintothecontextanddetailsofeverydaypractice,andthemoreparticipants

involvedthelessdetailcanbeanalysedforthestudy.Whenconsideringdatasaturationthe

researcherconsideredthedepthandrichnessof thedataasopposedto itssizeorquantity

(Burmeister,&Aitken,2012;Dibley,2011)

Theparticipants in thisstudywerecarefullyselectedsocialentrepreneurs.Theselectionof

theappropriaterespondentswascrucialconsideringthesizeofthesample(Creswell,2007).

Thereforeconsiderableeffortwastakeninchoosingtheparticipantsforthestudy.

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All participantswere selected from theAshoka Fellowship network of around 3,300 social

entrepreneurs. The social entrepreneurs within this network are selected after a rigorous

process that looks for a systems-changing idea and its impact, as well as the innovation,

entrepreneurial skills andethical fibreof the social entrepreneur.Due to the calibreof the

social entrepreneurs in the network aswell as the fact that I was a consultantwithin the

network,theAshokaFellowshipnetworkseemedliketheappropriatepoolthroughwhichto

selectparticipants.

Thefinalparticipantswerenarrowedthroughsnowballsamplinganddesk-research.Thisis

ideal for sampling populations that are usually inaccessible as builds populations through

referrals (O’Leary, 2004). The initial criteria for potential participantswere (i) founders of

theorganisation[asrepresentationofthehistoryanddesignoftheorganisation];(ii)having

an organisation that functions through decentralised leadership; and (iii) English is the

language of the organisation (Appendix 1). The criteria were kept broad intentionally in

ordertoinitiallyeliminateonlythosewithamoretraditionalleadershipstructure.Thisstudy

couldnotbealongitudinalstudy;thereforeprioritywasgiventosocialentrepreneursbeing

atconsiderablydifferentstagesoftheirorganisationalandleadershipjourney.

4.2.2Process

Eachparticipantwassentaninitialintroductiontothestudyandinvitetoparticipatethrough

theresearcher’sstudentaccount.Thiswasdonetoensurethatparticipantswereawareofthe

study being academic and associated with their Ashoka Fellowship. Each participant was

givenaParticipantsInformationForm(Appendix2)andwasalsorequiredtosignaconsent

form,bothontheAngliaRuskinheadedpaper(Appendix3).

4.3InterviewProtocol–Method1

4.3.1ProcessThe data was collected over a two-week period from 18th August to 2nd September.

Participantsweregiventhesamesemi-structuredinterview.Theinterviewswereanhouror

an hour and fifteen minutes long. The questions were organized into four categories; (i)

backgroundquestionsontheorganizationandleadership;(ii)questionsontheorganization

structure; (iii) questions on self-and team leadership (agency); and (iv) questions on

processesandpracticesintheorganization(Appendix4).

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To ensure that thequestionswere appropriate, theywere reviewedand testedon another

socialentrepreneuroutsideoftheAshokaFellowshipnetwork.Thishelpedprovideasenseof

thekindofinformationthatcouldemergethroughtheinterview.

Allinterviewsexceptonewerecarriedoutonlinethroughskype–oneinterviewwascarried

out face-to-face at a location in London chosen by the participant. All interviews were

conductedinEnglishandwerevoice-recordedwiththeconsentoftheparticipant,andthen

transcribed verbatim. A thematic analysis approach was used to analyse data collected.

Attention was directed to the dynamic relationship between organisational and social

structures as enablers for collective leadership practice. Participantswere providedwith a

briefingdocumentpriortotheinterviewtoallowtimeforreflectiononthetopicandensure

relevant issues were discussed in the time allocated for the interview. Participants were

assuredontheanonymityoftheinterviewandconfidentialityofthedata.

4.4ParticipantObservationProtocol–Method2

4.4.1CaseSelectionThedatawas collectedover a four-dayperiod from30thAugust to the2nd September.This

involved two full days and twohalf days of observation.Theprimary research sitewas an

office setting located in London, which allowed for rich qualitative data collection in the

organization’snatural setting. (Creswell,2009)Theparticipantsof thestudywere full-time

employees of the organization andweremembers of what the organization’s ‘Core Team’.

TheCoreTeamcontributes to theoverall strategy and its coordination,with eachmember

contributing their own expertise to the organization. At the time of observation, the Core

Team was also recruiting for two additional members to lead in key parts of the

organization’sstrategy.Thiswaspartofanoverallstrategicreviewandrestructuringofthe

organization,whichwasthegoalforthemonthofSeptember.

TheCoreTeamincludedtheco-founder(M),whohadbeenwiththeorganization forseven

years;hispartner(K),leadinresearch,whohadalsobeenintheorganizationforaroundthe

same time; the Press and Public Relations lead, who had been in the organization for six

months and the Executive Assistant to the co-Founder (S), who had only been in the

organizationfortwomonths.Partially involvedinthestudywasapart-timeintern(C)who

spentthreemonthswiththeorganization.Theco-FounderandCEOoftheorganizationisalso

asocialentrepreneurwithintheAshokaFellowshipnetwork.

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4.4.2Researcher’sRoleandSiteAccessQualitativeresearchmethodsrecognize that thesubjectivityof theresearcher is integral to

theresearchinquiry(Fraenkel&Wallen,2006).

MyinvolvementintheAshokanetworkhelpedprovidethe‘insider’sview’andovercomethe

challengeofidentifyingorganisationsthathavedecentralizedleadership.Myjobpriortothe

data collection for the studywas that of a consultant in theAshoka network,whereby the

researcherwas part of a team coordinating various ‘Globalizer Accelerator Programs’ that

support social entrepreneurs to build a strategy to scale their impact more broadly and

efficiently. The social entrepreneur participating in the observation of the studywas going

throughtheprogramduringtheobservationperiod,howeverIwasinnowayinvolvedinhis

specific cohort. This meant the extent of our professional relationship was very limited.

Samplingandselectionoftheorganizationcamefromreferralswithinthenetworkandinitial

researchanddocumentreviewoftheorganization.

4.4.3Process

Thesocialentrepreneurwasfirstinterviewedwiththesamesemi-structuredinterviewasthe

other interview participants.We then discussed the nature and design of the observation,

which theparticipant thendiscussedwith the restof theorganization toensure theywere

fullyinformedbeforegivinganyconsentorotherwise.Theorganizationallconsentedtothe

observationpriortotheresearcherfinalizingplansfortheobservation.

Datawascollectedthroughinterviews,documentreview,directobservation,fieldnotesand

conversations with staff, as well as reflections noted during the observation period. The

documents included strategy documents, project plans, employee handbooks and the

informationfromtheorganizations’intranet.Thisprovidedcertaincontextualinsightintothe

workings of the organization. To the extent possible, this was also done for the other

organizationsinthestudy.

Asaresearcher,Iwasawareoftheinherentsubjectivityinmyresearch(Yin,2003).Inorder

to limittheimpactonthedynamicsoftheteamoractionsof itsmembersI tookanyaction

available to limitmy influence.Duringdirectobservation, Ikeptmyselfseparateandoutof

the immediate eye contact of anyone in the team tomake it easier for them to ignoremy

presence. I did not speak in actualmeetings however I did engage in general conversation

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withsometeammembersduringlunchtime,asawaytobuildtrustandrapport.Ibelievemy

involvement with Ashoka helped build a certain rapport with the members as they were

familiarwiththeorganization.

Whenaskedtoengage, Iwasaparticipantobserver in twoseparateaccounts: (i)aone-on-

one interaction with one of the organization members for feedback on a document she

createdand(ii)astrategysessionwiththeCoreTeam.Thismeantsegregatingthefieldnotes

takenduring theobservationand thenotes and reflectionsof the activeparticipation.This

wasdonetoensureclarityandcoherenceofthekindofdatacollected.

4.5RationalebehinddataanalysismethodThe holistic approach to qualitative research relies heavily on an in-depth analysis of the

practicebeingstudied.Thepurposeofthisresearchwastoidentifythethemes,patternsand

meaningsthatemergewhenstudyingleadershipasapractice.Iaimedtocaptureadetailed

and in-depth interpretation ofwhat emerges. For this purpose, datawas analysed through

thematic analysis (TA) of the data collected as the paradigm of choice for the study. TA is

theoreticallyflexible,describedbyBraunandClarke(2006):

“Anessentialistorrealistmethod,whichreportsexperiences,meaningsandtherealityof participants, or it can be a constructionist method, which examines the ways inwhichevents,realities,meanings,experiencesandsoonaretheeffectsofarangeofdiscoursesoperatingwithinsociety”

ThemainaimsofTAarefocusedtowardstheexplorationofanissueoridea(Attride-Stirling,

2001).Datawasanalysedthroughtheidentificationofthemes(Creswell,2009)thatemerged

throughthevariousdatacollectionmethods.Mygoalremainedthatofmakingmeaningofthe

data,thereforedatacollectionandanalysiscontinuedsimultaneously(Creswell2007).

My approach to data collection and analysis was exploratory. I used deductive qualitative

techniquestoanalysethedata(Creswell,2009).Theunitofanalysisintheseconsiderations

wasthesocialpracticeofleadership,definedasadynamic,collective,situationalanddialectic

actionengagedinbymembersofacommunity(Raelin,2016).Thesepracticesaretherefore

individual,relationalandinstitutional(involvingbothstructuralandculturalnorms).

4.6ValidityandReliability

21

Throughoutthestudy,Ikeptareflexivejournalduringtheinterviewandobservationprocess

to help ensure that I remained aware of my personal responses, beliefs and perspectives.

Consequently, I was able to witness the inter-subjective dynamics between my personal

reflectionsand thedataanalysis.Moreover, acknowledging leadershipasa social construct

implies being aware of the worldviews, perspectives and experiences that influence my

personal construction of leadership. The journaling process allowed for a reflexive

explorationintoleadershipandotherconstructsofhumannaturethatcannotbutcomewith

it.Italsoallowedmetowitnessthatthisstudywasbasedonandmotivatedbyastrongbelief

in the vision of humanity and organizations expressed on paper. This was important to

remainawareofthroughouttheresearchproject.

Theinterviewsweretranscribedverbatimandsentforapprovaltointerviewers.Fieldnotes

weretakenduringthedirectobservationandexpandedonimmediatelyaftertoensuretheir

reliability. Finally, the use of multiple sources of data was a way to triangulate data and

ensureitscredibility.

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5.Results–AnalysisandInterpretation

5.1Background

The organizations researched in this study have all brought significant impact in their

respectivefields.Theyarenotjustworkingtosolvesocialorenvironmentalproblems;they

are working to shift systems by changing the underlying patterns that are causing these

problems in the first place. They are working across social, cultural and geographic

boundaries, among a diverse range of stakeholders that include the ‘beneficiaries’

themselves. They are building movements that are breaking silos, shifting mindsets and

creatingself-sustainingchange.

While considerable attention is given to their success in social change, minimal focus has

beengiventohowtheyorganizeforsuchextensiveimpact.HereIexploretheextenttowhich

leadershipisgroundedintheinteractionsoftheorganization,itsmembersandcontextas‘an

organicwhole’,emergingaccordingtothestrengthsandresourceswithintheorganizationin

response to thesituation.Wecanbegin tounderstand thisaspectof ‘leading’byexamining

the everyday practices of these organizations as they enact ways of dealing that seek to

navigateacrossboundaries,informationsaturation,complexityandhyper-pacedchange.

Through thedata analysis, I identified a repertoireofpractices that canbe seen to enact a

more ‘collectivistic form’ leadership where focus is on creating a facilitative environment.

Although this ‘collectivistic form’ of leadership has been given various descriptionswithin

leadership theory, I did not look to attach to any specific model, and rather focus on the

practicesofleadershipthatemergethroughthestudy.

Athematicanalysisofalldatacollectedyieldedfourbroadpracticesthatenablecollectivistic

leadership.The firstpractice -contributingtoasharedpurpose–defines the individualand

collective boundaries of the organization. The articulation of, engagement with and

redefinitionoftheseboundarieshelpthemembersnavigatetheiragency.Thesecondpractice

- leadership through a shared culture, information and networks – signifies the resources,

relationships and context needed for inter-subjective agency to emerge. The last two

practices - leadership through the individual learner and leadership through collective

participation–representthepatternsofinteractionthatconstituteandreconstituteeveryday

leadership.

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Inexaminingwhether,inthissocialenvironment,formalleadershipstillexistedandifsoto

whatextentandforwhatpurpose,a fewthemesemerged.These includedthethemeof the

roleofpriorformalleadersincatalysingtheprocesstoenactaspaceforcollectiveleadership,

particularly in light of the participants’ roles as founders of the organization. The other

themes related to the practice of maintaining the space for collective leadership wither

through support or coordination and supporting members in self-determination of their

contribution.Otherwise,formalleadershiptransitionedintoparticipatingintheorganization

inthesamemannerasanyothermember.

ThefindingsfromtheinterviewsandobservationforObservationCyieldedamoredetailed

analysisoftheeverydayinteractionsinvolvedinthepracticeofsettingasharedvisionandthe

tensionsassociatedwiththeeverydayactionsthatenable leadershipthat isboth individual

and collective, particularly the practice of leadership through the individual learner and

leadership through collective participation. They also shed a more in-depth light into the

transition from formal leadership as a process. Such findings are thus consolidated and

presentedseparately,totheextentpossible,intoashortcasestudy.

Creating this repertoire of practices is an attempt to analyse a processual social

construction.Theyseektobecomprehensiveofthestudyhowevertheyarenotexhaustive.

Theyarenotmutuallyexclusivepracticeseither,but ratherarea transactionofpractices

thatareinconstantflowovertime(Pickering,1995).Moreover,theyareexpressedthrough

differentactivitiesorpatternsofactionacrosstheorganizationsobserved.Thismeansthat

althoughpatternsareobservedacrossallorganisations1,themostillustrativedatawillbe

included in the results and therefore each organization and its practices may not be

included equally. Their discussion below as ‘standalone’ and separate practices is for

analyticpurposesonly,anditisimportanttoremaincognizantoftherecursiveandcyclical

natureofthepracticesdiscussed.

Thelengthlimitationsofthisstudyalsocontributedtoamoreselectiveuseofthedataand

limited the ability to be both integrative and in-depth in this study. Although the same

thematic analysiswasused for examining the findings from the study, thenatureofdata

collectionforOrganizationCdifferedtothatforOrganizationsA,BandDandthusrequired

adifferentpresentationand interpretationof their analysis. For this reason, analysis and

interpretationoffindingsarepresentedaccordingtoresearchmethod;interviewsandcase

study.A short summary is thengivenat theend toensure coherence.Lastly,Appendix5 1ThenamesoftheOrganizationsandParticipantstothestudywherechangedforthesakeofanonymity.

24

includes some informationon theorganization’s structure, just in case it ishelpful to the

pictureoftheorganization.

5.2TablewithThematicAnalysisTable1–ListofEmergingThemes

ENACTINGCOLLECTIVISTICLEADERSHIP–APROCESSOFINTER-SUBJECTIVEAGENCYDRIVENTOWARDSASHAREDPURPOSE

Leadership-as-Practice Practice

1. Shaping and enacting a sharedpurpose

1.1 Use of purpose to define boundaries of theorganizationandshapeitswork

1.2 Individual identification with the organization andalignmentwithitspurpose

1.3 Acts as the glue and context that helps shaperelationships

2. Agency facilitated by a sharedculture,informationandnetworks

2.1. Use of technology to build a shared database ofinformation,resourcesandpeople

2.2Engageincommontrainingandsocializationtobuildasharedidentity

2.3 Setting shared culture and values that shape thewaymembersworkandusetechnology

2.4Useguidelinesofpractice 2.5Buildsocialcapital(virtualandphysical)

3. Agency through the individuallearner

3.1 Individual autonomy over decisions and discretionovertasks

3.2Learningbydoingandinquiring

3.3Learningforpersonaldevelopment

4. Agency through collectiveparticipation

4.1Communicationtocollaborate

4.2Interactionsaresupportive,helpfulandcollaborative

4.3CollectiveReflectionandcollectivewisdom 4.4 Weave web of interactions between external and

internalmembersoftheorganizationTRANSITIONOUTOFFORMALLEADERSHIP

5.Shiftoutformalleadership 5.1 Catalyzing the process to enact a space for collectiveleadership

5.2Maintainspacethroughsupportandcoordination 5.3Supportingmembersintheirself-determination

5.4Participateinorganization

5.3Interviews–Results1

5.3.1Contributiontoasharedpurpose

Aconsistentchallengewithinaspacefordecentralizedleadershipisthetensionofproviding

enough freedom for actors to have the autonomy to take action and discretion to make

decisions, while at the same time ensuring there is enough structure to ensure a certain

25

coherenceandcoordinationasacollectiveandenoughsupportforindividualmemberstobe

thebesttheycanbe.Thisbalanceof‘structure’and‘freedom’hastheeffectofeitherenabling

orconstrainingactionsofleadership.Structureemergesthroughvariouspractices;themost

foundationalisthesetpurposeoftheorganization.

For the organisations in this study, the purpose of the organisation is extremely clear and

easilyarticulated.Moreover,theorganisationalpurposeisasharedpurposethatactsasthe

fundamental driver and direction for members as they navigate through the various

decisions, strategies and daily choices made within the organisation. As stated by Raelin

(2002), when people participate in shaping a change they want to see, their self-identity

becomes tied to the successful implementation of the change. The practice of shaping this

changecanbeseenintheprocessofsettingoraligningtothevisionofchangeandinacting

towardsit.

Table2–ContributiontoasharedpurposeLeadership-as-Practice Practice

1.Contributiontoasharedpurpose 1.1 Use of purpose to define boundaries of theorganizationandshapeitswork

1.2 Individual identification with the organization andalignmentwithitspurpose

1.3 Acts as the glue and context that helps shaperelationships

Laloux(2014)explainsthepurposeoftheorganizationisnotjustastatementinits’annual

report, but “an energy that inspires and gives direction”. The purpose of the organisation

referredtohereisnotapurposeofcreatingprofitratheritsignifiesitsreasonforexistence,

andthereforethepositiveinfluenceorchangetotheworldarounditthatitwantstocreate.

As organizations within the field of social entrepreneurship, this concept emerges

particularlystronglythroughoutthestudy.

The organizations deal with this from recruitment stage and across the trajectory of each

organisationmember.ManuelfromOrganisationA(OA)explainsthat:

“Not everybody gets [what we stand for] and if they don't, they wont get beyond theapplication form. The oneswho do usually say: 'I’ve been thinking thismywhole life and Ifinallyfoundsomebodywhoisdoingit.Sotheyareverypassionatebythetimetheygettotheinterviewprocess."

26

Theypositivelyscreen forpeoplewhoalignwith thepurposeof theorganisationandmore

generally,withtheassumptionsandvaluesonwhichsuchavisionisbased.Thisensuresthat

the foundation that drives their work and orients their choices is ultimately internal

motivationandisnotbasedonexternalincentives.KogutandZander(1996)notethatstrong

identificationwithanorganizationdrivesadditional effort towards tasks that contribute to

theorganizationanditspurpose:

"Everybodypassionatelybelievesin[theorganization’spurpose]-that'swhytheycometoworkeveryday.”[ManuelfromOA]“Thepeoplewhogravitatetowardsitarethepeoplemostlikelyto‘serve’andwanttobepartofit.It’saself-fulfillingprophecythatworksveryverywell.”[PeterfromOrganizationD(OD)]

This shared vision and identity also helps ensure that the organisation’smembers see the

worldthroughasimilarlens.Itthereforehasadualnature–itisbothamodelofrealityanda

modelforreality(Geertz,1973).

Manuel brings out how the vision and purpose of the organisation then orients the OA’s

members’workanddailychoices.Theactionofnavigating theboundariesof theirworkas

theymake theeverydaydecisionswithpotentialpartners,customersand theirproductare

whatguideandreinforcethemission.Itbuildsasenseofsharedownership,whichdrivesthe

individualandcollectivemotivation,senseofresponsibilityandaccountability.

“Whatwethentalkaboutishow[to]make[ourvision]happenontheground.[We]docertainthings that look commercially stupid -we tell customers [health careproviders]wewon't do[somethingif]it’s[notaligned]-we'velostcontractsbecauseofit.Theflipsideiswehavemanyimperfectionsourselves. So forexamplewedon't alwaysdeliverwhatwewant todeliver,weare stretched thin and so on. Butwe… keep on fixing it. So everyweekwe keep going... theintentionistokeepfixingtheproblemsothateverybodygetsthistechnologyacrosstheworldanditslivingthroughthatthatreinforceswhatthemissionisandwhatthepracticeofitactuallymeans."[ManuelfromOA]

For Organization B (OB), an organization that Christoph defines as a ‘collective of

entrepreneurs with no CEO’, the mission is then also the driving force for innovation and

entrepreneurshipandallows for individual and collectivedevelopmentof thatmissionand

expansionofitsscope.Peopledonotjointheorganizationbecausethereisaspecificposition

theywant,infacttheyrarelyputoutjoboffers.Peoplejoinbecausetheywanttocontribute

to the organization and it’s purpose. This distinction is embedded in OB’s manifesto: “We

don’tworkforOB,wecontributetotheOBmission.”Workinginthiscontextactivatesaninter-

subjective agency, whreby members or the broader community are active ‘thinking

contributors’(Fairholm,1998)totheorganization’spurposethroughtheirdecisions,action,

innovationandentrepreneurship.

27

If thestartingpoint fortheorganizationmembersisaninternalandindividualalignment it

lays the foundation for trustandrespectofeachperson’sautonomyover theirdecisions in

the organization and discretion over their work, as it ensures a certain coherence and

consistency. This then facilitates entrepreneurship and innovation as well as gravitates it

towardsacommonend.

“Someofthevolunteersdecidedtojoinfull-timeandentrepreneurnewspin-offsconnectedtothe[OB]vision.Sotheorganization'sfirstgroupofemployeeswasmadeupofvolunteerswhowantedtoentrepreneurtheirownprojectsinordertomobilizebusinesses,academia,funders,andtheworldofartandculturetowardsourvision”[ChristophfromOB]

InthecaseofOrganizationD(OD)2,leadershipisanalyzedatanorganizationallevel,asitis

decentralizedacrosstheninehundredself-managedvolunteerteamsandtwelvelocaloffices

thatmakeuptheODbrand.ODhasbuiltasharedidentityandmovementaroundthevision

itself,sothattheorganizationonlyexistsasavehicletosupportandsustainthemovement

anditsexpansion.Theidentityofthebrandanditspurposeisclearlyestablishedanddefined

through its principles. These principles are listedwithin OD’s ‘Event Charter’, a document

thatissignedbyeverynewvolunteeringteamorlocalofficethatjoinstheorganization.

OneofOD’sprinciplesisthattheyonlybringtheir‘product’(afreecommunityrunandsocial

gathering event once aweek everyweek) to communities thatwant one. This intention is

finally establishedonce thenew teamof volunteers signs the ‘EventCharter’ as a signal of

their alignmentwith themission, aswell as a commitment topracticing its identity. These

principles set the broad boundary within which the teams work, and builds the shared

identitythatensuresacoherentandcoordinatedmovement.Theyaretheonlyruleswithin

theorganization–themostimportantchecksandbalancesystem-thatgenerateacommon

groundonwhichworkisstructured,andisameansof“localandglobalidentificationwithin

theirdailyactivities”.(Orlikowski,2002)

5.3.2Leadershipgroundedinasharedculture,sharedinformationandnetworks

Enactingaspaceoffreedom,autonomyandopportunitythatallowsforleadershiptohappen

atanylevel,meansthatwhileanorganizationalandsocialstructuredoesexistit isthereto

create an environment that acts as a foundation or ‘launchpad’ for autonomy and

collaboration.Thesestructuresensurethataccesstoinformation,networksandresourcesis

2Helpfultolookatthecontextboxtounderstandorganizationstructure

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shared,sothateachpersonhasabaseformakingdecisions,respondingtosituations,solving

problems and actualizing goals that contribute to themission they subscribe to.Moreover,

insteadofrulesthatdirectmembers,organizationenactasharedculture,valuesand‘wayof

working’ that guide their approach to taking action, organizing and collaborating. The

practicethatdevelopsisoneofapplicationandinnovationasopposedtocompliance–their

contributiontotheorganizationbecomesaconsciousandactivecontribution.

It is significant to mention that although common themes emerge in this context, each

practice listedbelow is expresseddifferently, toa largeextent influencedby the contextof

thedesign,cultureandstageofdevelopmentoftheorganization.

Table3–Agencyfacilitatedbyasharedculture,informationandnetworksLeadership-as-Practice Practice

2. Agency facilitated by a sharedculture,informationandnetworks

2.1. Use of technology to build a shared database ofinformation,resourcesandpeople

2.2Engageincommontrainingandsocializationtobuildasharedidentity

2.3 Setting shared culture and values that shape thewaymembersworkandusetechnology

2.4Enactguidelinesofpractice

OA for instance is an organization that is fully remote, where each member of the

organization uses his or her home as a physical office. However, the organization still

functionsthroughnestedteams,whicharedividedaccordingtothemainscopeofactivities

within theorganization; (i)developing thesolution(technology); (ii)engagingotherhealth

professionalsintothesolution;and(iii)supportingpatientstotransitionandtakecontrolof

thesolution:

"Each team has to be very entrepreneurial because they areworking by themselves on thefront lines and they have tomake lots of decisionswhile getting lots of support from theircolleagues."

Technology is a key enabler in this context (Orlikowski, 2000). It is used to support each

member of the organization as they work independently and through virtual teams by

providing a structure for storing the activities and ‘learnings’ of the group as well as

providingstrongcommunicationpathwaysthatfacilitatecoordinationandcollaboration.

Firstly,theorganizationhasaninternalwikitostoreallinformationabouttheorganization.

This is a content management platform that provides for collaborative modification of its

29

structure and content. It holds record of every internal and external meeting of the

organizationaswellasallinformationandguidelinesneededformemberstobeabletomake

decisions.

However, the culture of the organization, in terms of the ‘way theywork’, sheds strongest

lightonhowOAcreatesanenvironment that fosterscoordinatedandcollaborativeagency.

Manuel explained that he wanted to instill a culture of “being present all the time

remotely".Thisispracticedthroughtheuseofcommunicationandcollaborationtoolssuchas

‘Slack’andSkypeaswellasthroughtheworktoolssuchas‘Work-life’thatallowfornotesto

betakenandsharedreal-timesothatanyonecanseewhatisbeingsaidinameeting:

"So often if there is two of us in ameetingwe’re writing on the same notes togetherwhichotherscanseeandcommenton;ortheteamareaskingquestionstoeachotheron‘Slack’whilethecustomeristalking[suchas]'thecustomeraskedaboutthisIdon'tknowaboutthisfeaturedo you have any ideas?' or the developers are trying to bug fix togetherwhile talking to thecustomer."

However,Manuelexplainsthatkeytothisisbuildinganopenandtransparentculture,where

peoplepractice recordingeachexternal and internalmeeting real-time innotes andwhere

membersarepresentandsupportivebyrespondingandinteractingonline.Theresultbeing:

"Sothereisaconstantreal-timecommunicationgoingoneventhoughtotheexternalobserveritlookslikeyou'rebyyourselfindependentontheroadactuallyweareconstantlycommunicatingwhatthelatesttechnology.”

This starts from the recruitment phase where they screen for people that are strong

communicators.However,certainroutinesstillrequireashiftinbehaviorandassimilatingto

thewaytheorganizationworks.Thisis infactanimportantpartoftheonboardingprocess

whereneworganizationmembers spend significant time in training for andadapting their

wayofworking:

“Thesearehabitchangesandthey'renotusedtobeingsotransparent.Alotofpeople…don'tlikewritingsomethingorotherpeopleseeingituntilitsperfectbutIhavetotellthem'itwon'tbeperfecttillthey'veseenit'.Theseareyourcolleagues - theywant tohelpyou - theyarenotgoingtopickwholesbutfillwholesforyou.Ittakesawhileforthemtounderstandthatyoucantrustus…butoncetheydiscoverittheyseehowbeneficialitisforthemandtheorganizationbenefitsfromthatapproach”

Thiscreatesapatternofactionwhereeverythingissharedonlineandisaccessibletoanyone

in the organization so that employees have the information they need to take action and

engageothers:

"Thecompany fromdayonewasveryopen.Anyonewho’sdoneanythinghas itrecordedandavailable to everyone else. Everyone can seemy calendar and everyone else's so it's all builtaround: if youwant toworkwith someoneon something everything is there for you to see - itscompletelytransparentwhateveryonehasdonesoyoucanjustgetonwithitanddoit"

30

Anotherkeyfactorindealingwiththechallengeofworkinginsuchadistributedorganization

is by still prioritizing social interaction. Recurrent physical interaction helps develop

meaningfulrelationshipswiththeshiftingsetofmemberswithintheorganization.

This startswithonboardingwherebyeachnewrecruit spendsat leastoneweekphysically

shadowinganothermember in theorganization.Thishelpsbuilda relational foundation to

working in the organization: “Youbuild relationships face-to-face in thebeginning so justbe

veryintensiveaboutitinthefirstweek”.Thatpersonthenbecomestheirmentorforthefirst

sixmonths. This helps deepen the relationships betweenmembers, to the extent that they

continue it unofficially throughout their employment: “it turns out they carry on talking to

each other everyweek". It now became an official process, that was created through their

recurrentpractice.

ThewholeorganizationmeetsonceamonthinpersoninLondonandeachofthethreeteams

alsomeettogetheronceamonth:

“Officiallythere isanagenda-aseriesof talkstogothrough-but itsanexcuseto[connect]afterwards - that's where the real work gets done - the differentmembers of the differentteamssittingdownandhavinga[chat]together."

Thesephysicalmeetingsalsohelpensure thatall information issharedand that it isheard

fromdifferentperspectives,sothatitisnotjustheardfrommemberswhofocusonhavingan

oversightofthewholeorganization,butitsalsoheardfromthepeopleinvolved.Thisbuilds

credibility and trust; and builds more coordination in distributed authority. The costs of

travel for organizing these ‘in person’ meetings seem to still not outweigh the value they

bringsasaccordingtoManuel“itisacriticalconditionforthewayweoperate”.

OBisaglobalorganizationandopencommunitywhereeachmemberjoinstocontributetheir

expertiseandpassiontoitsmission.TheorganizationhasitsheadquartersinParishowever

its members are generally dispersed. They work across temporal, geographical, political,

cultural and social boundaries within teams that are within a continual flow across the

organization according to projects, problems and commitment that arises within the

community. As a collective of entrepreneurs within a global ecosystem and with no CEO,

Christophexplainedtherightuseoftechnology,acollaborativewayofworkingandaglobally

connectedcommunitywhereessential.

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Whileeachmemberwithin thecommunityhascertainroles toplay, therestof thework is

distributedacrosstheorganizationandemergesthroughOB’smandateprocess.Teamsform

according to theirwillingness to commit to a specific goal or project, they then prepare a

‘mandate’proposalwhichincludestheiraimandhowtheyplantowork.Thisisthenpitched

tothecommunitythrough‘Slack’anditmustbeapprovedbyatleastathirdofthemembers

forthatteamtohavetheirmandatetowork.Itallowstheleadershipoftheteamtoemerge,

theyhavetheautonomytomakedecisionsandtakeactionwithintheframeworktheysetfor

themselvesandwiththecommitmenttoreportonkeyactivitiestothecommunitythrougha

‘PulseReport’on‘Slack’.

Anothersignificanttoolis‘Loomio’whichisatoolthatenablesremotecollaborativedecision-

makingandisusedbytheOB’srevolvingboard,madeupofmembersacrosstheorganization

andvolunteeringcommunityofOB.Itisusedforcommunication,discussionsandforvoting

onproposals,whichareallrecordedfortheorganization.Theboardalsoreportsitsdecisions

to the whole OB community every few months to ensure transparency, coherence and

accountability.

Inordertohelpfosterrelationshipswithinthecommunityandacoherentandcollaborative

wayofworking,OBorganizeathree-dayonboardingprocessintheParisofficeforgroupsof

newrecruits.Herethefocusisonfirstlyongivingnewrecruitsanunderstandingofthebig

picturewithintheorganization;OB’smission,theircommunityandactivities.Howeverthisis

an interactive process where recruits develop this understanding through games and

collaborativeactivitiestohelpfosterbothasharedidentityandastrongerbondwithother

members. They also focus on training for the way they organize, where themain focus is

practicesofcollaboration.Recruitsdotrainingonhowtogiveandreceivefeedback;onnon-

violent communication, which develops self-awareness, active listening and empathic

communication;andonhowtorelatewitheachotherandworkbestasateam.Akeyelement

of the onboarding also involves training onhow to facilitate a community problem-solving

session, which is the key ‘product’ that brought about OB’s existence. This helps foster a

sharedidentitywithintheorganization,wheremembersareconnectedthroughasharedand

personal purpose, a shared culture of collaboration, a sharedmethodology and a personal

bond.

ForOD,thecoreofthemovementisatthelevelofthevolunteerteamsandthe‘community

run’eventsthattheyorganize:

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“Theorganizationisalmostinvisibleandthepeopleintheorganizationarestrongpersonalitiesbut I don't see anyone trying to be the personality of themovement. The personality of themovementexistsattheeventlevel.”

The volunteer teams self-organize and take full ownership ofmanaging and operating the

events. Peter explains that the role of headquarters is simply there to support them by

providing a framework through principles, guidelines and enabling technology as well as

learnings from the community, which then enacts and enables their autonomy and helps

navigatetheirdecisionsastheydoso:

“With guidelines, local teams do asmuch as they can andwe provide best practice… For themost part [the organisation] is a facilitator and enabler that allows them to serve theircommunityandgetbenefitsoutof it for themselves. Itsalmostas ifheadquarters is there forthemtobethebesttheycanbeandprotectthemfromproblemscommunityhasalreadylearntfrom.”

To “makesurethatthewholeorganizationsmarchinthesamestep”,Peteralsoexplains that

the various guides shared onOD’s intranet but little rules “so thatyougetboundarieswith

freedom”. This enables a certain accountability without constraining their initiative and

individualizationbutrather”softlyencloses”onit.Hecontinuestosaythattheytrytodothis

“inthemostkindandrespectfulwaythatwepossiblycan”.The result is that the community

built around each event is: “a complete self-sufficient community - and that is whatwe are

creating-nosorryenhancing”.

Whensettinguptheorganization,significanteffortwasplacedinensuringtheyhadtheright

technology for organizing and coordinating efforts. An important strength of Peter is

technologyandhebuiltaweb-basedfieldmanagementtoolthatenablesthevolunteerteams

to self-organize. He explains that: “This is one of our most important tools and a key

differentiator for an organisation like us”. They use it to manage their work, organize

schedules, track the people involved, record all participants and results as well as

communicate.Everythingisrecordedinthesamesystem.Alldataiscollatedatheadquarters

levelandaccessibletoall.

Akeyroleofheadquartersandlocalofficesisthatofsupportingvolunteerteamsastheyuse

the technology and manage their work. Use of the ‘Zendesk’ tool allows them to handle,

organizeandrecordqueriesandsupportatscale.Italsosupportsthecultureof‘learningby

doing’ and self-organisation, where the teams have a framework and the space for their

autonomywithaclearandstrongchannelofsupportinplace.

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Newvolunteerteamsallhaveacommonorientationandonboardingprocess.Animportant

aspectoftheirorientationisjoiningexistingteamsontwoseparateoccasionswhiletheyare

actuallymanaginga‘communityrun’event.Thefirstoccasiontheyobserveandsupportand

in the second theyare the teamoperating the event.This is a crucial step inbothbuilding

bonds across the community and enabling global coherence that still allows for local

adaptation.

Organizingandusingchannelsandsocialmedia forumshelpsODmemberstoconnectwith

thelargercommunities.Thereareforumsforeachlocalteambutalsoforumsforthedifferent

levelsofvolunteersandstaff.Forumsaccordingtodifferentidentitiescontinueconstructing

and reconstructing that identity as it becomes their shared bond. This is important for an

organizationatsuchscaletobuildmeaningfulrelationshipsacrossthecommunityasface-to-

face interaction is more localized between the local organizations and the local core

volunteeringcommunity.

5.3.3LeadershipthroughtheindividuallearnerOrganizationsthatsupportcollectiveleadershiparedesignedforlearning(Edmonson,1999).

Heifetz (1994) asserts that a leader cannot emerge in a space that expects neat and quick

solutions where accomplishment may only be illusory. The complex and interrelated

problemsfaceddailyrequiresexaminationbeyondthesurfacethatonlycomesfromlearning

behavior(Heifetz,1994).Thisrequiresakindof ‘real-timelearning’thatcomesfromacting

witha reflective, curiousand inquisitivemind. Italsorequiresawillingness toexperiment,

learnfromothersandsynthesizeknowledge(Raelin,2003).

Theorganizationsinthisstudycreateanenvironmentthatnurtureslearnerstogrowintheir

potentialasindividualsaswellintheircontributionstotheco-createdwhole.

Duetotheinter-subjectivenatureofanindividual’sactionstheseparationoftheme3and4is

purely for analytical purposes as it is an inherently relational and circular process that is

difficulttolookatasastandalonepractice.

Table4–AgencythroughtheindividuallearnerLeadership-as-Practice Practice

3. Agency through the individuallearner

3.1 Individual autonomy over decisions and discretionovertasks

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3.2Learningbydoingandinquiring

3.3Learningforpersonaldevelopment

Given thenatureofOAasa remoteand flexibleworkplace,whereemployeeshave tobuild

theirownstructure,agendaandsolutions,impliesthateachemployeehastobeveryactivein

theircontributiontotheorganization:

"youhave tobeveryentrepreneurial, veryself-motivated,beable to learna lotveryquicklyboth from the company and the customer and [have to] learn [how to use] technology tosupportyouindoingthat."

The drive and direction has to come from the employee and not the organization as they

make sense of the information around them and apply their resources to accomplish their

goals. Infact,peoplelookingforstructureanddirectiontobegiventothemstrugglewithin

theorganization,resultinginaconstrainedasopposedtoenabledagency:

"We'vehad situationswherepeople joinandexpectmore structure…and those countingonstructuregetquitedisorientedandtendtoleave-butotherslovethelackofstructureandlovethattheycancreatetheiragendaandbeveryflexiblewithinasupportiveteam"[ManuelfromOA]

Theorganization leavesspace forpeople toget involved inprojectsandactivities that they

areinterestedin.Consistentcommunicationonactivitiesandchangeswithinandoutsideof

the organization allows members to quickly hear about opportunities or spaces for

involvement:“Theyareallself-startersright-theyarenotpeoplewhocanbequietwhenthey

seesomethinginteresting.”

Somedo it in addition to the role; otherwise the restof the teamhas to then simplyagree

theyare the rightperson for taking it on.This allows formembers to learn through trying

newthingsinasupportiveenvironment.Italsohelpsthemself-determinetheircontribution

to the organization.Here, it seems likeManuel still plays an active role in sensing and co-

creatingthesespacesforthem.Scenarioslikethebelowexamplethenemerge:

“InoticedthelastcoupleofmonthsthatBethenjoyedanythingtodowithinformatics-egdatadictionaries aroundprescriptions etc...Wehiredher because shewas very gregarious and apeople person but I didn’t think shewas techy.Well she is incredibly techy aroundmedicalinformatics.We'renowcreatingapositionforheraroundallthelaboratorytestsandnewdatadictionarieswhichwillnowbegoingthroughher.”

Asupportiveenvironment isalsocreatedthroughpracticessuchasmentorshipandmutual

support. The organization enacts an “ask for forgiveness instead of permission” culture

wherebytheorganizationanditsmembersvalueeffort,actionandlearning;andthatplaces

expectationsonteamsworkingtogethertofindsolutionsasopposedtoaskingforsolutions.

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ManueldistinguishesOA fromotherorganizations that say that this approach is important

but it isnotput inpractice.Thereforetheyfocusonenactingaspaceof trustwherepeople

feelsafeandconfidentto‘learnbydoing’:“Youneedtohaveafewcyclesofthemseeingwe’re

seriousaboutit.Theyneedtoexperienceit”

Itismoreimportantthatteamsrecordandcommunicatedecisionsthantakingdecisionsand

failing. This enacts more rigorous individual and collective examinations both before and

after,astheyrequirecommunication:

"Soifthereisaproblemwecancomebackandrevisitwhyitbecameaproblembutotherthanthattheintentionisthatyoufigureoutthedecisionamongyourselvesandthengetonwithitandthenwecanfixproblemsorrepeatsuccessesafteryou'vegottenonwithit."

There still might be people that are not entrepreneurial and do not take the lead in this

environment;wherethelackofstructuredisorientsratherthanenactsthem.However,dueto

the transparent and collaborative nature of the environment, it does not take long for the

teamtosensethereisanissue.Manuelexplainsthatsometimesthisissimplybecause“they

areusuallynotusedtogenuinelybeingfreeduptobeentrepreneurial".TheexampleofSasha’s

employmentexemplifiesthis:

"shewassoenthusiasticaboutPKBthathalfwaythroughher interviewprocessshequitherjob-'IwantPKBsomuchI'mjustleavingandiftheydon'thiremeIlearntenoughtoknowthatIwant todo somethingdifferent.'Andall the referenceswere fantastic, the interviewsweregreat - everything was really promising. The first month she was watching, coming to allmeetingsshadowinghercolleagues, learning fromthemandtakingnotes.Thesecondmonthwhen[itwastimeforhertotry]anddothingsshewasnotdoinganything…itturnedoutshewasworriedabouttakingoverfromhercolleagueandtreadingonhertoes.[Myreactionwas:]‘No,yourcolleagueneedsyoutostepforwardsothatyoucantakeover’.Thenextdayshewaslike a machine, she took over and did everything and transformed one of our biggestemployments. Because she is somethodical and systematic. Some of the customerswere soargumentative and she tamed themall and she gave themaprocess thatmade themhappy.She's also extremely efficient and she knows everything inside out about PKB. But all sheneededwasussayingwe’reexpectingyoutodothisbyyourselfandthenshedid.”As a collective of entrepreneurs, OB fosters an environment where members of the

organization feel safe, confident and inspired to take action; to innovate, entrepreneur

solutionsandmobilizeotherstocontribute.Theyseektobuildalearningcommunitywhere:

“We never fail, we learn. We are creative in everything we do.” This also starts from a

recruitmentprocess that screens for entrepreneurial spirit, an ability to take initiative and

responsibility,aswellasthriveinautonomouswork.

Their ‘learning by doing approach’ emerges through a culture that values testing,

experimentationand learning.EveryoneatOB isencouragedtobeproactiveandprototype

theirideas:

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“the rule is that if you don’t know or don’t agree you need to show what is best throughprototyping–sothatthedebateisnotonjustanideabutaprototype.Andthenthedecisionismadeaccordingtowhichprototypeorsolutioncreatesthebiggestleverageonimpact”

They consider themselves as a community that loves to ‘test and learn’, innovating both

insideandoutside theorganization. It is crystallisedasoneof theirvalues.Theypracticea

culture of extracting learnings and then sharing them. One example of how they do this is

through theirmonthly global ‘SenseMeetings’ where themembers join to share learnings

from their respective activities, successes and failures. This also enacts a culture of

individuallyrecordingandreflectingonlearningsfirst.

Suchpracticesfostercreativityandentrepreneurialactivity.Theypromoteamoreproactive

attitude towork. This is then reinforced by other practiceswithin the organisationwhere

they canpropose or contribute tonew strategies andprojects through amandate process.

This provides a space of opportunity for any member to drive their own contribute in

leadership.

Moreover, the fact that such practices foster a prototyping and testing culture helps

normalise ‘failure’ in such a context. This contributes to building a safer space for

experimentation.However,Christophthenclarifiesthatthereisstillanexpectationtomeet

teamgoalsandobjectives.Thisexpectationenactsalearningandproactiveattitudetowards

buildingsolutions,projectsandstrategiestoachievetheirgoals.Asreferredtobytheteam,it

becomesa“do-it-yourselfspace”.

The OB has developed to include various revenue generating spin-offs such as a social

business incubator, social innovation programs for universities and social innovation and

communityengagementprograms forbusinesses so that they canengage in creating social

change.Thisreinforcesthevisionandentrepreneurialculturewithintheorganisation.

ThisalsoalignswithhowChristophdefinesleadership.Intheinterviewhedefineditasajazz

ensemble, where music emerges through a collective ‘sensing’ process and not with a

conductor.Italsoreinforceshisviewthat“leadershipisneverdone”:

“JustbecauseIstartedtheorganization[itdoesnotmean]Ihaveconstantleadership.Beingthefounder is not enough. Youneed to do things all the time to show leadership – youneed toshowyouarestillcommitted.Soyouarealeaderifyouarealwaysone,throughyouractions”.

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5.3.4LeadershipthroughcollectiveparticipationTheenvironmentorganizationsoperate in is increasingly complex and interconnected, and

cannot be navigated through without a more collective effort. In the organizations

researched,membershareresponsibilitiesasthesituationwarrants,inaccordancewiththeir

respectiveabilitiesandmotivation(Raelin,2002).Forthismannerofworkingtobeeffective

andefficient,itrequirescommunication,coordinationandcollaboration.Woods(2016)also

acknowledges the collective aspect of individual development, whereby individuals are

positivelyornegativelyshapedthroughacontinualprocessofinteractionswithotheractors.

Table5–Agencythroughcollectiveparticipation

Leadership-as-Practice Practice

4. Agency through collectiveparticipation

4.1Communicationtocollaborate

4.2Interactionsaresupportive,helpfulandcollaborative

4.3CollectiveReflectionandcollectivewisdom

4.4 Weave web of interactions between external andinternalmembersoftheorganization

OAplacesastrongfocusonhavingclearcommunicationpathwaysandenablinginteractions

that are supportive and helpful. This emerges through various processes, cultures and

conditions. For instance, the practice of constant and responsive online presence helps

ensurethatteamsfeelconnectedandsupported:

"Theyfeltmoreconnectedto[theircolleagues]thananyotherorganizationstheyworkedwithbecausetheyareconstantlyonlotsoftoolstogether-slack,wiki,skype,screensharingandsoon-thereisalwayssomeoneawake24/7on[OB]andtheyarealwaysinterested,willingandhelpful."

Moreover, the culture of transparency and the practice of honest and frequent

communication help ensure genuine and collaborative relationships emerge. A practice of

communicationenactscollaboration.Membersactivelyseekoutforhelpfromthecommunity

and leverage its collectivewisdom. An example of this practice emerges through a ‘rule of

practice’forthedeveloperteam,whereby:

“Once a day they have to come back to their colleagues with problems they are stuck on…Normallyanengineerwouldbesaying; ‘forme tobeagoodengineer Ineed to fix itmyself’.AndI’msayingifyou'renotworkingwithyourcolleaguesyou’rea[notagood]engineer.”

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This builds a practice of collaboration and communication, where the more support they

receivefromothers,themoreactivetheyareinbothseekingsupportandsupportingothers:

“Thesearegenuinelyyourcolleagueswhowanttohelpandtheyaresurprisedbyhowmuchtheywanttohelp.Andyouhaveacoupleofexperienceslikethatandyoubecomeoneofthosehelpfulpeopleandyoualsobegintoconstantlyseekhelp.”

Anotheressentialpractice tocollaboration is thatofdiversityandthevariousperspectives,

experiencesandapproaches itbrings.This fosters learning, communicationand innovation

asmembersnegotiatebetweenthemindecidingthebestapproachorsolutiontotake:

“youdon't alwaysknow theanswer.... so the constantdebate is really important and that iscarriedonthroughthecompany.Itsthepeoplewehire…theyarenotargumentativebutiftheysayyoudosomethingwrongtheytellyou"

The practice of sharing divergent opinions and disagreements is highly valued within OA,

wherethepeoplethataremosthonestabouttheirviewsandflagorchallengecertainissues

are often promoted. This also requires and builds a sense of trustwithin the organization

where people feel safe to express their views honestly and challenge others views

respectfully:

“You have to have iterations of people seeing conflict leading to promotions… the newemployees [also]hear it fromexistingemployees - theyget told lookitsok tospeakup - thediscussionisusefulwhenyouseesomethingwrong.

In order to leverage the strengths and expertise within the OB ecosystem, all work is

distributed and emerges from the motivation and abilities of its members. Teams are

dynamic and situational, driven by the willingness and commitment of the organization’s

members. Any employee in the community can take a new strategy or project forward by

pitching theprojectorstrategy to thecommunity,engagingat least sevenotheremployees

intotheirteamandgettingavoteofapprovalbyatleastathirdoftherestofthecommunity.

Thisallowsforsignificantactivitytoemergefromthecommunityandmobilizesotherplayers

within the ecosystem towards a specific goal. The mandate process is a key practice for

distributingauthorityandfosteringbothselfandteamleadership. Itplacescollaborationat

thecentreofhowOBorganizes.

Moreover, in linewith themission of the organization as global community thatmobilizes

communities to lead change, OB have developed a ‘revolving board’ with the purpose of

distributing the strategic activities involved in leadership: “The purpose is to open the

organisation's strategy to theactivemembersof the communityand strengthen international

cooperation.”Theboardconsistsofseventeenseats,assignedforaoneyearterm:eightseats

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are filledby theglobalvolunteercommunity,oneseat foreachrevenue-generatingproject,

oneseatforoneco-founderandtheremainingseatsforfull-timersintheOBcommunity.The

communitysharetheirdecisionswiththeglobalcommunity.Thereforestrategyemergesasa

practiceofthecommunityandisnotrestrictedtoapositionintheorganization.

Their onboarding process places significant focus on collaboration and the individual and

interpersonal skills required. However, a focus on supporting members to develop these

skills continuesacross theorganization.Theyorganizenon-violent communication training

sessions for members frequently and work to develop spaces for co-development. An

example of this is ‘the bubble’, a meeting where one member brings a personal or

professional problem to the group and the focus of the session is to support them as they

reflectonandseektointegratetheissue.Thisfostersacultureofactivelistenersthatsupport

eachotherintheirreflectionsandlearnings.

Memberscontinue to influenceeachother throughpractices suchas ‘peer-to-peer’ training

where members are encouraged to organize training sessions on different skills or

specializedknowledgethattheymayhave.

ODisassessedatanorganizational levelas thescaleof theorganization impliedsignificant

difficulty in getting both a macro and micro view of the organization. For OD, providing

support is fundamental to theexistenceof theorganization. Itsveryethos is tosupport the

self-managingvolunteerteams:“Itsalmostasifallof[headquarters]istherefor[thevolunteer

teams]tobethebesttheycanbeandprotectthemfromproblemscommunityhasalreadylearnt

from.”

After receiving training as part of the onboarding process, teams move straight into

organizing and coordinating ‘community run’ events. They have the guidelines and best

practicessharedthroughtheorganization’sintranet,howeverlocalizationisaccordingtothe

discretion of the team. Interactions between the organizations (both headquarters and the

localorganization)arefrequent,supportiveandcollaborative.Althoughahierarchyexistson

theorganizational level, itworksnotasahierarchyofauthoritybutahierarchyofsupport.

The core volunteer teams are at the ‘lowest’ level yet they represent the identity and

movement of the organization. As you go up each level from core volunteer teams, to

ambassadors, to local organizations to headquarters, the higher the level the greater the

responsibilityforprovidingsupportandthereforethemorestructureandcomplexityinthe

wayitfunctionsandorganizes.

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5.3.5Transitionoutofformalleadership

Inthecontextofsuchorganizations,whereleadershipbecomesacollectiveproperty,where

authority isdistributed in teamsandeveryonecancontribute toactualizing thepurposeof

the organization andwhere the community or organization itself becomes the checks and

balanceoftheiractivity,theneedforaformalleaderisbroughtintoquestion.

Table6–Shiftoutfromformalleadership

TRANSITIONOUTOFFORMALLEADERSHIP5.Shiftoutformalleadership 5.1 Catalyzing the process to enact a space for collective

leadership 5.2Maintainspacethroughsupportandcoordination

5.3Supportingmembersintheirself-determination

5.4Participateinorganization

The formal leadermaybe a significant catalyst to the organization’s structure, particularly

where the formal leader is a founder. Indeed the founder is the initial ‘embodiment’ of the

shared purpose of the organization whereby their self-identity is largely attached to the

organization. Particularly where the organization is founded to solve an issue that they

personally experience,which is common in the context of social entrepreneurship. Indeed,

theintervieweesreferredtothedifficultyof‘lettinggo’.Thisimplies‘lettinggo’ofthecontrol

theyhadpreviouslyinshapingthecontributionoftheorganizationinactualizingitspurpose

butitalsoimplies‘lettinggo’ofattachmenttotheiridentitywithinthatpurpose.Mark,whois

earlierthanotherparticipantsinhisjourneyoflettinggo,representedthepersonalprocess

involvedinde-centeringleadershipandthetensionitcreatesbetweenwantingto‘letgo’and

actingtocreateaspacewhereotherscan lead,whilestrugglingto trust theprocessand its

value, fearing it may impact the ability of the organization to reach its purpose: “it’s very

precioustome…Icareabouttheoutcome”.

Headquarters

LocalOrganisations

Ambassadors

CoreVolunteerTeams Support

Figure2:OrganizationD

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Peterdefined theprocessof transitioningout of theorganization as a ‘massivewrench’.He

had transitioning out of formal leadership completely and was only on the Board of the

organization. Peter explained that the he always wanted the identity and energy of the

movement tobeat the levelof the ‘communityrun’events,embodiedby theself-managing

volunteer teams and the runners. The organization therefore functions from the place of

supportingthemovementtoco-developandthrive.Peterfeltcomfortablewiththedecision

toextracthimselfoncehesawthatthepeopleintheorganizationownedthatpurposemore

thanhedidandthattheywerecollaborativeinhowtheyworkedtogethertobringitabout:

"WhatIwantedtodowasbuildsomethingthatotherpeoplecouldreplicateforfree.Theonlyway I could control that is if I hadgood technologyandgoodprocesses andgoodability forpeople to receive those guidelines so that I could squeeze the organization to the smallest IcouldgetawaywithandatthesametimeIcouldholdpeopleaccountablefordoingtherightthingbyputtinginplacetherightprocesses,rulesandguidelines"

Theabovequoterevealshowformalleadersmayactastheinitialintentionandmakeinitial

decisionsintermsofhowtocreateastructurefordistributedleadership,andinenactingthe

technologyandculturethatallowsuchaprocesstoemergeandthroughtheirpracticecreate

andrecreatetheenvironmentthatfosterscollectiveleadership.

Formalleadersmayalsoplayaroleinmaintainingaspaceforcollectiveleadership.Thismay

beenactedindifferentforms,dependingonthecontextandfactorssuchasthestrengthsof

theindividualandthecontextoftheorganization.Forinstance,Christophconsidershimself

asaparticipantintheorganization,heisinvolvedinteamsthroughthemandateprocessand

hasoneofseventeenseatsintherevolvingboard(whichhealternateswithhisco-Founder).

Christophalsoholds the roleofdevelopingglobal fundraisingpartnerships to facilitate the

expansionoftheOBcommunity[thisisaseparatetotheincomegeneratedfromthebusiness

spin-offs],andthereforestillhasacertainpublic-facingrole.Howeverthisrolecomes from

his strengths and contribution, not his position as leader. This includes being involved in

speaker and conference events. For this reason, he also ensures that he is aware of and

supportsthelatestinnovationsemergingfromthecommunity.Thislinkstohisresponsethat

‘money’isessentialforcreatingtheenvironmentthatOBhasworkedtocreate.Byensuring

that the organization is in financial health, the rest of the team is not driven only by

generatingrevenueand“hasthetimeandlessstresstomakesthingswork-securityandpeace

ofmindsothattheycancreativelytest,prototypeandcollaborate.”

Maintaining a space of collective leadership to emerge may also take the form of

coordination.Thisfunctioncanbetakenonbyanyonewiththeskillsandresourcestodoso.

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InthecontextofOAforinstance,duetotheextensivecommunicationtakingplaceconstantly

throughout the organization,Manuel and other employeeswithin the organization take on

the role of overseeing all communication: "Nowmy role is being companymascot - sharing

informationamongstpartiesandmotivatingthem...Itisreallyinformation-sharingiswhatI’m

doing”.Heexplains that he spendshis time ensuring that heuseshis experience, expertise

andoversighttofacilitatetheworkofothers.

Manuelexplainshowbymodelingahelpfulandsupportiveattitude,hehopesheisapositive

influenceinfosteringasimilarcultureacrosstheorganization:

"Ithinkit'saboutsettinganexampleaboutdoingthateveryday.IfoundthatwhenIdothingsthatarehelpfulon theground level, so like takingnotes inmeetings - I takenotesbecause ItypequicklybutalsobecauseIdiscoveredthatforeverybodyelsethatisabigdeal-Istayquiteinthemeetingbecauseitsmoreimportantthattheytalktoeachotherratherthanmetellingthemwhattodoandthatfeedsthrougheveryotherinteractionthattheyhavewitheachother"

Where vertical leadership is not fully removed and formal leaders still play a role in

recruitment and promotion, an importantmanner inwhich they contribute to a space for

leadershipmaybethatofsupportingothersintheirownjourneyofself-determination.Peter

explained his approach to leadership of OD as one that included “find[ing] people that are

morepeoplecapablethanyou,[andthat]reallyunderstandtheprinciples[oftheorganization,

and then just empower them”. It involves “embrac[ing] thebest thatpeoplehaveand letting

them take it but also [ensure that we there are] … some checks and balances.”He gives an

exampleofthisprocess:

"In2010 Iwas running thewhole organization, thewhole ofUK and all other organizations[were]reportingtome.IdecidedtogiveTimtheroleoflookingaftertheUK[organization]andhehadahugeamount tooffer that Iwasn'tdoing…Andassoonashecame inhestarted tolook at the local organization. Things we had done were great but weren't perfect and hequicklypickedupon it and started toworkon it.Theoperationalprocesses in theUKareahugeway forward fromwhen Iwas in charge in2010.Andnowhe's createdprocesses andprocedures that are best practice for the rest of the world and is now focused of bringingcountriesuptothesamelevel."

5.4CaseStudy–Results2

5.4.1ContextOCwasata significant stageof transitionwhere theyhadrecently shifted their strategy to

focusingonlonger-termsystemicimpactinamannerthatpreventstheproblemtheywanted

to solve and thereby makes them redundant in the next five to ten years. This bold goal

involvedshiftingtheirfocustoeducationandensuringthatalongtheireducational journey,

43

childrenaresetupwiththevalues,skills,confidenceandinformationneededtoleadchange

intheirsocieties.

While they planned to continue with their digital engagement strategy, as well as their

advocacyworkinshiftingpolicies,theyclosed‘operations’ontheircommunityengagement

work.This involvedarecentdecisionto letgoof thesevenmemberswithin that team,and

keepingtheorganizationleanerwhileinvestinginaneducationanddigitallead.Thismeant

reducingtheCoreTeamfromeleventosix.Italsoinvolvedashiftinapproachinthewaythe

CoreTeamworks,interactsandengagesothers.

At the time of the observation, OC was in a period of strategic review, a practice they

undertakeannuallyforafewweeks.Thisinvolvedfocusonarticulatingaclearpurposeand

vision thatencapsulates theirnewstrategy,collectivelysetting thebroadgoals for thenext

fouryears,developingabroadstrategyfortheyearaswellassettingastrongercultureand

newroutines intermsofhowtheyworktogether.Thisorganizationwasthusundergoinga

periodsignificantchangewithboldambitions.

This brought considerable internal ambiguity, where even its structural elements (the

institutional, cultural and social)were in flux as the Core Teamworked together to adapt,

respondandactivelycontributeintheirnewenvironment.

The fact that,during theobservationperiod,OCwere insuchastateof transitionandabit

earlier in their leadership journeywhencompared to theotherorganizations,helpedbring

out the everyday tensions in collectively enacting such a space, and contributed to

understandingthepracticesofformalleadersastheylooktofacilitatethetransition.

The below interpretations for each theme should be considered in the context of the

interpretationsforthecorrespondingthemeinSection5.3andareonlykeptseparatetobe

abletogiveamoreintegrate,in-depthandholisticinterpretationofthefindings.

5.4.2ProcessofsettingsharedvisionAkeyprocesswithintheweekofobservationwasthatofarticulatingavisionthatwasmore

reflective of the systemic approach the organization is taking to solve the problem of

disengaged youth. Mark (M) gave this priority within the strategic review period as the

foundationfortherestofthedecisionstheyneededtomake.

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This also came from an external pressure, as it was required as part of the accelerator

programMwaspartof.Mmadeitclearthathewantedtopreparethevisionandbroadfive-

year strategy as a whole team so that everyone was clear and can then run with it. He

repeatedonvariousoccasionsthathewantedeveryoneto feel thesameconfidenceto take

thevision forward in theway they seebest.However, byworking togetheron shaping the

visionandkeymilestonestogettingthere,theyareempoweredwiththesamenarrativeand

arethereforestillworkingindependently.

Mdisplayedastrongintentionfortheprocesstobecollective.Hegavethispriorityandset

upthemeetingforthemorningofDay3.Hethensettheagendaforthefour-hourmeeting,

which was designed in a way to first give the team the context and information on the

accelerator program and the theory behind why setting a systemic vision matters to the

organization.Hethentookastepbackandfocusedonfacilitatingtheprocessofarticulating

the vision.Hehad already started the articulationprocess thedaybeforewherehimand I

scopedoutthesystemiclandscapeofOCandhetriedtodefinethechangehewantstosee.He

didnotupdatethemandleftthespaceopenfortheteamtocollectivelyreflectonthechange

theywanttosee.Whenasked,hesaidhewantedthistobeacollectiveproductinhopesthat

itsownershipandresponsibilityisshared.

Although a participant observer to the meeting, my involvement was limited to asking

questionsinanattempttofacilitatethefocusonsystemicchange.Itwasanopendiscussion

whereeveryonesharedtheirviewsintermsoftheultimategoaltheyfeeltheyareworking

towards. Everyone within the team contributed. There was no hesitation in showing

disagreement-thisactuallyhelpedtowardsrefiningthearticulationoftheirvision.Theyvery

muchfedoffeachother.Therewasarespecttowardseachother'sviewsandwhatdroveany

resolutionwasalwaystheideaofgettingtowardsasharedunderstandingofwhatit isthey

ultimatelywanttoachieve.

Thevisionwaswrittenandre-writtenquiteafewtimes,totheextentthatthewordscouldno

longer be attributed to a single member. They all agreed on the following mission: OC

empoweryoungcitizenstoengageandleadchangeinsociety.

Thesameobservationsweremadefortheprocessofsettingouttheirfive-yearstrategyand

moredetailedstrategyfortheupcomingyear.Thecollectivenegotiationofwhatthatstrategy

entailed,helped fostera sharedunderstandingandownershipof theproduct. Itwasalsoa

45

recursiveprocesswheredefining the strategy for theupcomingyearhelped them redefine

andclarifytheiroverallfiveyearstrategy.

WhenaskedMsaidhewasreallyhappywiththefactthateveryonecontributedtothesession

andwaspresentandfocused.Hehopedthiswasanimportantstepinhavingamoreshared

anddistributedsenseofownershipandresponsibility. Inthefaceofuncertainty,wherethe

organizationmembersdidnotagreeontheactiontotakefordecisionsthatcameup,itwas

oftenreferencetotheoptionthatmostalignedwiththeirvisionthathelpednavigatethrough

thatuncertaintyandreachanagreementonthebestwayforward.

Nonetheless,collectivearticulationofthestrategyisnotnecessarilysufficient.Itstillrequires

continuous interactionwith it for it tobecomemore institutionalisedwithin thepracticeof

theorganisation.Forinstance,thenextdayoneofthemembersstillneededsupportfromthe

restof theteamtoarticulatetheshift instrategyforanawardapplication.Thisreflectsthe

process involved in thede-centeringof leadership.However, it shows thateach interaction

reinforces and reconstructs the vision, aswell as builds confidence in eachmember to act

towardsactualisingit.

As a participant in the process, albeit limited, a reflection worth noting is that in the act of

contributing to theprocessof shaping thevision, I recordedanemotionalattachment to that

vision and found myself gravitating towards wanting to make the vision happen. As a

participantresearcher,Itriedtoremainawitnesstotheprocessasopposedtofeelingtheneed

toactonitinanyway.However,theideathatifyoushareintheshapingofavisionyoushare

ownership of it and activate a sense of agency to actualize it, suddenly became a visceral

experienceforme.

Theemotionalattachment thatcomes from individuallyaligningwithorshaping thevision

and purpose of the organization, as M stated ‘the reason for OC’s existence’, then attracts

people that align with that vision, both internally and externally. As discussed in the

interview, it helps build partnerships that transcend a transaction and form deeper,more

genuineandlonger-termrelationships.

KogutandZander(1996)alsonotethatstrongidentificationwithanorganizationincreases

cooperationbetweenthosecontributingtoit.Thisthencontributestothesenseofbuildinga

sharedidentity.Thishoweverdoesnotseemtobelimitedtoabondthatbuildsbetweenco-

workersonly.MarkandothermembersofOrganisationC(OC)explainthatwhattheydefine

46

as their team extends beyond the boundary of the organisation and includes partners that

align on their vision. Mark noted; ‘that’s where the difference lies with more transactional

partnerships’.

Sdescribedhowthesharedpurposeisthegluethatconnectstheireffortsandthat inspires

andsustainscoordinationandcommitment:

“Theyarepartofthejourney.Theywantyoutosucceedinachievingyourmission-yourbigmission - not just [a specific] project ... It’s a lot more encompassing.... you have all thesedifferentpeoplethatarepartofyourteam-connectedthroughthevisionandthemission.We[all]alignonthe‘why’[wedowhatwedo–ourpurpose]...andthat’sveryclear...that‘why’solidifieseveryoneinthis...that‘why’iseverythingwedo”.

5.4.3LeadershipthroughtheindividuallearnerLearningbyDoing

Structureforemployeesissetthroughtheirrespectivestrategyandgoalsfortheyear,aswell

as the budget allocated accordingly. Setting this structure is the priority of the strategic

reviewperiodhoweverMexplainstothepotentialneweducationleadthat“thatframework

may need reviewingwhich she would contribute in”.Within that boundary employees then

havethefreedomandspacefortheirindividualisedcontributiontoemerge.Thelackofrules

and direction leaves an empty space for them to shape by determining how best to

implementandfurthergoals. Membersarealsogiventheflexibilitytoplantheirschedules

and work hours as long as they are still actively contributing to and participating in the

organizations’processesandgoals.

Tofosterthesafetyandconfidencetotakerisks,theorganizationpracticecelebratingeffort

andthelearningextractedfromfailure:

“We’re not afraid to fail…we celebrate learning how not to do it … we celebratewhateverstoppedusfromgettingtheresothatwhenwegettoplanningwe'velearntbetterhowtogetthere”[M]

AsspurredbyM,theyalsoplantoimplementanewpracticethatinvolvesjournalingforeach

employee: “they write a little bit about where they are - little snapshots” of their ideas,

decisionsandemotions:

“Sowhenwe come to the shared space they can demonstrate… progress or [a] problem isgetting worse - so we've got foundations to work with and a structure to break apartchallenges andpick apart [processes] rather than just say 'this isn'tworking' and there’snosortofjourney[tohowor]whyitgotthere”

47

Therefore,aspartofthemonthly‘blueskymeetings’,theycreateaspaceforco-development

wheremembersactivelylistenandcollectivelyreflectonpersonalorworkissues.Theycan

then share these individual reflections and support each other in processing and learning

from them. However, this was still an intention and its influence depends on whether it

developsintoanactivitythatcontributestothepracticeofindividualandcollectivereflection

within the organization. Although an intention in itself can also be acknowledged for its

influence.

HolisticDevelopment

OC takes a strong advocacy stance in thework they do.Mark explains the challenges that

comewiththisworkandtheconsequentimportanceofallowingthe‘wholeperson’tocome

to work as opposed to masking any parts of themselves in order to give an illusion of

productivity:

“Campaigningforwhateverissueishard.Especiallywhencoincidedwithlackoffinancing[andother]pressuresthatcomein-ifwe’reanorganizationthatcancompletelybeourselvestrusteach other, [we can be honest] and carry a load if people need a little help. But equallyrecognizethat[thisbringsmore]opportunitiesforgrowthforallofus.“AsexploredbyLaloux(2014),“whenweshowupbehindamaskonlyshowingwhatfeelssafe

and acceptablewe only show a small part of our energy, creativity and passion”. Therefore,

whenthe‘wholeperson’showsup,thisthengivesanopportunityforenergy,creativityand

passion in theirwork aswell as an opportunity formore holistic growth. For this reason

personal development was being given more explicit focus with OC. They implemented a

process where each member builds a personal development plan that focuses on their

personalgoalsforindividualgrowth,aswellassupportingthemtodefinetheirownpurpose

bystating;“Iexistto….”.ThiswasaprocessleadbySwiththeintentionofbringingpersonal

development into the organization, so that they can acknowledge, support and encourage

eachotheraswellasbuildsharedexperiencesthatallowfor individualgrowthanddeeper

connectionstoemerge.Asstatedinherinterview:

“ifyoubuildsomeoneandhelpthemsucceedinthemselvestheyaregoingtohelpyousucceedinyourbusinessbecausetheywanttobetherebecause itshelpingthemsucceed in fulfillingtheirpurposetheirexistence..itsawin-win”

5.4.4Leadershipthroughcollectiveparticipation

Co-development

TheCoreTeamalsoseemtohavemadeacommitmenttoeachotherintermsoftakingcare

of their own wellbeing and checking in on each other. They all set different personal

48

commitmentsthattheyhavesharedwitheachotherandtheycheckinoneachotherabout

thesecommitments.

This focus on a more holistic development also helps members develop a stronger self-

awarenessasafoundationtobothselfandteamleadership(Raelin,2002):

“If you sayyes to [aprojector role] then its expected that you thinkyou cando it and thenequallyitcomesdowntotheindividualto[deliver].”[M]

Opportunities forgrowththusemergeasmembersseektodefinetheircontributionwithin

theorganization.Forinstance,althoughS’rolewasthatofexecutiveassistant,shewasclear

thatherpassion ispeopleandoperationalexcellence,acknowledging thatyoucannothave

one without the other. In the two months of her employment she developed several

operationalprocesses, including thepersonaldevelopmentprocessmentionedaboveasan

example.Duringherreview,sheproposedthatsheisgivenanewtitletoherroleto‘COO’to

better reflect her scope of work as well as give her more confidence when dealing with

externalpartners.

Also,Jtooktheopportunitytodevelopapartnershipleadhimself,asanopportunitytolearn

how he can develop his contribution to the organization. As this was a completely new

experiencetohim,Mtookontheroleofprovidingguidance.MexplainedthathewantedJto

feellikehewasin'thedeepend'toacertainextent3.Heattemptedtoput‘sensors’inplaceto

helpemployeesnavigate through thevariousconflicting informationemerging through the

complexityoftheenvironmenttheyworkin:

“weneedtotrybemorecriticalwithpotentialpartnerships…knowingwhentopulloutifnegotiationsaren'tgoinganywhere.Iwantustoacknowledgeourvalueandbemoredirect in our approach.. the transaction is an exchange,we arenot giving to apartnerwithoutreceivingmuchinreturn.”

M shared that he did not want to 'teach' too much, allowing them to navigate through

informationanddecisionsforthemselves.However,hisapproachbelowshowsthefineline

and difficulty in supporting in a manner that is not instructive and therefor enabling

compliance:

“Arethereanystepswecantaketoavoiddoingworkfornothing?[Pauseforresponse]IwantyoutoexplorethisJbutIalsowantyoutofeelconfidentwith[puttingforward]an‘ask’.Awaywecoulddothisisemailthemaskingwhattheyneedexactly[fromus]fortheconferenceandthatcanthensetupusuptosay ‘yesbutwealsoneed‘ABC’’.Ihavemadethemistakeinthepast of giving away too much for nothing in return. If anyone approached them for theirexpertisetheydefinitelywon'tbegivingitforfree.”

3ThiswasthenstatedbyJinhischeck-inmeetingwithSwherebyhedescribedthathewasfeeling“likeIaminthedeependbutI’mnotdrowning,ifthatmakessense”.

49

Thedailyinteractionsbetweenmembers,astheystrivetodevelopandcontribute,alsohave

clearinfluence.Forinstance,Sexplainedtheinfluenceothermembershaveonhersenseof

agency:

“The behaviour of everyone around you: They are very motivating people, they are veryinspirational;theyarego-getters,they[are]driven.Andbeingaroundthosekindofindividualsmakesthatsideofyoucometo lifea lotmore.[Alsot]hebehaviouroftheteam[intermsof]howtheyseeyou.Ifyouaredoinggood,theyrespondandtheyacknowledge”

Thisenactsamoreconstructiveenvironmentforgrowthasindividualsworktobecomemore

genuine in theirbehaviorandcontribution to theorganization.S acts asa line-manager to

otheremployees,howeversheexplainedthatherapproach isnotoneof ‘management’but

support, helping them find the resources they need to implement their tasks or take

decisions,actingasasoundingboardtotheirquestionsasopposedtogivingthemanswers.

She identified much more with the term ‘accountability partner’ – whereby you support

othersbecomemoreaccountabletotheirgrowth.

CollaborationFurthertotheformsofcollaborationexplainedabove,OCalsocollaborateinfurtheringtheir

goals. The manner in which M and S discuss the nature of work to the potential new

educationleadencapsulatesthemannerinwhichtheorganizationapproachescollaboration:

“Theteamiscurrentlysettingthestrategyandwillthenallocatebudgetaccordingly,howeverthestrategyforeducationisthenherstotakeownershipofandlead.Thatbeingsaidweworkverycollaborativelyandso the teamwill contribute to the implementationand furtheringofthegoals.Wesupporteachotheraccordingly.Theparametersare toacertainextentsetbuthowshegetsthereisuptoher,keepinginmindthatthisisafullycollaborativeeffort-bothintermsofinternalandexternalwork.Theearliershestartsthemoreinvolvedsheisinsettingthe framework [as they are in strategic review period]. Also, that framework may needreviewingwhichshewouldcontributein.Shewillalsohelpdefinethegrouptoworkwith”.AstheCoreTeamhaddownsizedtoamuchsmallerteamasignificantamountoftheirwork

implied collaboration. OC also took the approach to building their ‘team’ across

organizationalboundariesbypartneringwithorganizationsorpeopleforcertainservices.As

Sexplained:

“[I]don'tfeellike[we]have4peopleinourteamwhich[we]currentlydo,IfeellikeIhavethe[research] team toowho I saw just yesterday andMarywho does design and [the creativeadvisor]whodoesthedigitalsidealso”

This requires a creative and collaborative approach that connects others into a broader

network of activity and genuine relationships gravitated towards the same outcome, and

broadeningthecollectiveprocessofleadership.

50

Members also had to be creative in how their leverage resources available within their

broadernetwork.M’sapproachwasto:

“keeptheorganisation…leanandcallonotherpeoplefortheirexpertise.Inthesame,waywehaveRtohelpbuildabusinessplanortheGteamorganisedbyAshokatohelpwithourlong-termstrategyorFESTorganisedbyAshokatohelpwiththecorporatere-structuring.ThenitcomestohowtomakesuretoleveragethepassionandcontributionofthesepeopletowardsachievingOC’smission.”

5.4.5TransitionfromformalleadershipOC was a small team and therefore highly collaborative both internally and externally.

However, being in a stage of significant change, where the team where in the process of

reflectingontheirexistenceasanorganizationandtheirpurpose,creatingnewroutines,and

recruitnewmemberstotheirteamandthereforebuildingnewrelationshipsandnewways

ofinteracting,meanttherewerehighlevelsofambiguityinternallyintheorganization.This

startsasanunsettlingprocedure,whereambiguityisheightenedbythefactthatMwantedto

keep the organization as flexible as possible and therefore with limited organizational

structure. The members of the organization therefore had to filter through extensive

information toprioritizewhich issues toactionandwhatdecisions tomakewithina space

thatwas still toounsettling tobe stable and supportive enough considering the amount of

internal change they are experiencing in the organization. The followingwere notes taken

frommyreflections:

Thingsfelthecticanddistractinginthesensethattheyaretryingtodoamillionthingsatoncesoitiseasytogetlostinthechaosandsometimeshardtounderstandpriorities.Thereissuchlimitedstructurethatsometimesthingsfeelabitchaotic.Thisisnotnecessarilyabadthingascreativityandinnovationcomefromthis–butatthesametimetheorganisationdoesnotfeelasefficientandeffectiveasitcouldbeanditfeelsliketheteamcouldbenefitfromabitmorestructureorguidance.

M therefore saw his role in creating the space and providing the information needed for

otherstobeabletoleadwithouthim.Indeedhespentsignificanttimeworkingtocreatethis

supportiveenvironment.However,Mappearedtoexpressthisneedforsupport intermsof

his direction, instruction and mentorship, and making sure to pass on his expertise and

experienceifandwhenrequired.Thismaytieinwithwhyhefeltlike“thebiggestpressureis

thattoomuchisreliantonme”ashefeelstheresponsibilityofensuringthateveryonehashis

supporttobeabletothriveandthereforeprovidessignificantdirectionastheytrytolearnto

navigatetheirautonomyandlearnhowbesttocontribute.

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Thereforewhilefreedomisimpliedincollectiveleadership,freedomonitsownmayhavethe

reverse effect and constrain leadership. Enacting a supportive environment and safe base

through processes, a culture and guidelines is important to enable and not constrain

memberstonavigatethroughthatfreedom.Thiswouldhelpholdthespaceintransition,and

workwiththeuncertaintyandresistance,astheorganizationslowlysettlesintoanewwayof

working.Thistransitionphasecannotbetakenlightlyandobservationsreflectthechallenges

anduncertaintyassociatedwithchange.

Thefollowingreflectionsasmallsnapshotintothetensionofprioritizingbetweenissuesthat

feel important to members, trusting the discretion of each member and handling

disagreements:

“MwasreallyhesitanttogotoaseminarwhereJorganizedforhimtobeapanelist,ashedidnotseeitworthit.Hewantedtocontinueworkingonthestrategyandthinkingthingsoutandthiswasadistraction.HoweveryoucanalsotellMwantedtorespectJ'seffort.Mwentanyway.Helookedangryatthetimewastedforgoingtotheevent,andformakingthewrongdecision.HetoldSthatgoingforwardJneedstoscreeneventsbetter. S answered saying that they discussed it and M agreed to going. M said hewantedtotrustJ'srecommendation.Healsosaidthatnextyearstrategyreviewweekisoutofthecountryoroutoftheofficesothattheteamaren’toverwhelmedwithtoomanythingsgoingonatthesametimeandcanprioritize.”

5.6Summary

Theorganizationsinthisstudyhaveaclearmissionandpurposethatwassharedacrossthe

organisation.Thismissionwasonethatsignifiedthepositivechangetheorganizationexists

tocarryout.Indeed,theindividualalignmenttothismissionorpurposewasthegravitation

forcethatattractedmemberstotheorganization.Thisseemstohavetheeffectofactivating

a sense of agency that is driven by internal motivation and commitment, where the

organization represents their collective effort to actualise that mission. Members then

contribute to shaping this purpose through their agency. It therefore sets the broad

boundary within which agency, with the autonomy and freedom associated with it, is

distributedanddirected.Italsohelpstoensurecertaincoherenceandcoordinationinthe

organization’s distributed action. It is the driving force behind the manner in which

membersorganize,setgoals,makedecisionsandtakeaction.It isalsothefoundationofa

sharedidentity;buildinganarrativethatissharedthroughouttheorganization.

The above organizations reveal that collaborative agencydoesnot simply imply freedom

and flexibility to act. Structure still exists within the organization in order to create an

52

environment of shared opportunity to lead. This involves processes and practices that

ensureallmembershaveaccesstotheorganization’sinformation,activities,resourcesand

networkstotakedecisions,respondtosituationsandactualizegoalsthatcontributetothe

missiontheysubscribeto.Leadershipthenbecomesadynamicandsharedprocessthatcan

happenthroughanypersonintheorganization.Moreover,organizationsfocuslessonrules

andmoreonco-creatingasharedculture,valuesandframeworktoguidemembersintheir

actionsandinteractions.

Eachorganizationisalsodesignedforlearning.Theylooktocreateaspacethatallowsfor

eachmembertolearnaboutthemselvesasindividualsandabouttheirabilityandpotential

tocontributetotheorganization.Thisallowsforeffectivecollaboration,asmembersknow

their strengths, capabilities and limitations, helping them determine when to contribute

andwhentoengageothers.Italsofostersasenseofresponsibilityandaccountabilityinthe

contributiontheytakeownershipfor.Thisinvolvescreatingopportunitiesformembersto

learnbydoingaswellascreatingspacesforreflectionandco-development.Throughtheir

communication, collaboration and mutual support, members build meaningful

relationshipsandinfluenceeachotherastheygrowandcontribute.

Inthiscontext,formalleadershipwasexpressedinvariousformsdependingonthecontext

andstageoftheorganization.Ittooktheformofcatalyzingthetransitiontowardscollective

leadership, particularly in this context where prior formal leaders were founders of the

organization. Organizations still in the early stages of de-centering leadership may be

unsettledwith theprocessand theuncertainty itbringsand therefore leadershipmaybe

practiced through unstructured and extensive support. They bring out the tensions,

resistance and chaos involved in the process, and the need to hold and trust the space

duringtransition.Wheremoresetinstructuresandprocessesforcollectiveleadership,the

prior formal leader is no longer looked at as apositionbut an individualwithhis orher

ownstrengthsandabilitytocontribute.Leadershipmaytaketheformofcoordinationand

sharingexpertise,or inpartnershipsandfundraising.Prior formal leadersalsoseemedto

havea certainpublic-facing rolehowever this couldhavealsobeenconnected to the fact

that they were founders. Otherwise, prior formal leaders transition into participating as

activecontributorswithinthecollectiveactivityofleadership.

53

6.Conclusion

6.1LimitationsIt is acknowledged that therewere anumberof key limitations to this study that couldbe

addressedinfurtherresearch.

The interview period was limited to two weeks in August. This restricted the amount of

interviewsthatcouldbecarriedoutasAugustisadifficultmonthtoplaninandlimitedtime

impliedlimitedflexibilitytoorganizeinterviews.Moreover,thereisprobabilityofvolunteer

bias, forreasonssuchasavailabilityor inclinationtotakepart(Whitlock&Schluter,2009).

For instance, due to the limited time and issues of availability, I could not ensure gender

diversity in the sample pool for interviews, a perspective thatwould havemade the study

moreintegrative.

The shortperiod for the study implieda longitudinal studyof leadershipwasnotpossible.

Moreover,thelimitedlength(wordcount)ofthestudyalsomeantmanagingthesamplepool

toensurethatcollectionandanalysisofdatawasrealisticandmanageable.Thelimitedlength

(wordcount)alsomade itdifficult to include thedepthneeded foraprocessualanalysisof

leadership.Thusakeylimitationwasthetypeandsizeofthesamplepoolaswellasthedepth

ofanalysis.Repetitionofthestudyonalargerorwiderscalewillthereforebeofsignificant

valuetofurtherinvestigatetheinsightsdevelopedinthissmallstudy.Thismightallowmore

commonthemestoemergeandmighthelpgiveamorein-depthandintegrativeanalysis.

Therealsomaybelimitationsofself-reporteddatatoacertainextent.Participantsmayedit

theiranswersduringinterviewstoquestionsinordertoposeamorefavorablelightontothe

organization. Even where questions asked for examples, routines and everyday practices,

participants may have shared the most favorable examples that are not necessarily

representativeoftheorganization. I triedtoalsocounterthisthroughintegrativequestions

thatwouldthenpointoutanycontradictions.Includingobservationintheresearchmethod

helpedprovideamoreexperientialperspectiveofthedata.

6.2Recommendationsforfutureresearch

Due to the extensive data collected through the interviews and observation, there was a

prioritization of findings that were analyzed in accordance with the study’s aims and

objectives.However,thefindingssuggestsomethemesforfurtherresearch

54

1. Future studies on leadership-as-practice that explore this theme from the

perspectiveofdifferentemployeeswithintheorganizationasopposedtofounders

may give a more direct insight into the forms of self and team leadership that

emerge as well as the potential transformative power for individuals within an

organizationwhereeveryonehasthepotentialtolead.

2. This study hints at the importance of the practice of coordination in supporting

collective leadership to emerge. However, an empirical study through participant

observationandin-depthinterviewsmayprovideinsightsintotheextenttowhich

coordinationplaysacrucialroleinenablingcollectiveleadershiptoflourishandbe

successfulmeans.

3. This studyhinted at thepossibility that the intervieweesworldview, assumptions

and framing of leadership and human behavior, may have an influence on the

environment or space for collective leadership they sought to create. Further

researchintothispotentialinfluencemayprovidehelpfulinsightsontheprocessof

‘de-centering’leadershipwithinorganizations.

6.3Conclusion

Thisresearchprojectwasmotivatedby theperceivedneedtore-examine leadershipasa

social collective process. The focus was on exploring the manner in which the

organizational, cultural and social structures are put in place to enable leadership as

collaborative agency. It is a humble attempt to contribute to recent leadership literature

throughanempiricalexamination,byunderstandingtheconstructionofleadershipthrough

thecontext,practiceandprocessesthatallowittoemerge.

By taking the everyday activities, processes and interactions of organizations, leadership

emerged as an inter-subjective or collaborative agency driven towards, and by the

actualisation of, a co-evolving and shared vision. Examining organizations in the field of

socialentrepreneurship,highlightedthestrengthofasharedvisionforpositivechange.The

institutional, cultural and social structures within the organization are continually

constructed to create a space that enables this form of agency to emerge.Moreover, the

interactionswith these structures and other actors, enables a social environmentwhere

actors are valued individually and as active contributors, andwhere relationships foster

growthandco-development.Thiscontexthas theeffectofde-centering formal leadership

55

from the attributes of (extraordinary) individuals to the social process and every day

practiceof the (ordinary) collective as they engage in leadership.The transition into this

spaceinvolvesaprocessandthereforepriororexistingformalleadershipexiststocatalyse,

facilitate and hold the transition, a practice that is both situational and contextual and

thereforenospecificrolemaybeascribed.

As organizations are dealing with an increasingly interconnected but geographically

dispersedworkforcewithinaneconomicandsocialcontextthatrequiresfilteringthrough

information saturation, navigating through complexity and hyper-paced change and

engaging an increasingly connected and distracted community of beneficiaries. This

requiresacollectiveeffortandmoredistributedwayoforganizing,whichtheorganizations

inthisstudyhavedealtwithinabroadlysimilarbutcontextuallydifferentmanner.

56

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Raeline J A., 2003 Creating Leaderful Organizations: How to Bring Out Leadership inEveryone,Berrett-KoehlerPublishers,Inc:SanFranciscoRaelin J A., 2010, The Leaderful Fieldbook: Strategies and Activities for DevelopingLeadershipinEveryone.London,Boston:NicholasBrealeyRaelinJA.,2014,Imaginetherearenoleaders:ReframingleadershipascollaborativeagencyTheLeadershipQuarterly2016,Vol.12(2)Raelin JA., 2016, Introduction to leadership-as-practiceTheory andApplication;Raelin JA(ed)Leadership-as-PracticeTheoryandApplication(2016)Routledge:NewYorkSandberg J.&TsoukasH,2011,Grasping the logicofpractice:Theorizing throughpracticalrationality Academy of Management Review, 36(2), pp.338–360. Available at:<http://www.htsoukas.com/wp-content/uploads/2014/05/2011-J.-Sandberg-Grasping-the-logic-of-practice.pdf>[Accessed28September2016]Schwandt, D. R., & Szabla, D. B. (2007). Systems and leadership: Coevolution or mutualevolution towards complexity? In J. K. Hazy, J. A. Goldstein, & B. B. Lichtenstein (Eds.),Complexsystemsleadershiptheory:Newperspectivesfromcomplexityscienceonsocialandorganizationaleffectiveness(pp.35-60).Mansfield,MA:ISCEPublishing.Serban,AandRobertsA.J.B.2016,Exploringantecedentsandoutcomesofsharedleadershipinacreativecontext:Amixed-methodsapproachTheLeadershipQuarterly,27(2)SergiG.,Who’sleadingtheway?Investigatingthecontributionsofmaterialitytoleadership-as-practice, in Raelin J A (ed) Leadership-as-Practice Theory and Application (2016)Routledge:NewYorkShamir and Howell 1999, Organizational and contextual influences on the emergence andeffectivenessofcharismaticleadershipTheLeadershipQuarterly,10(2),257-283SpillaneJP2006,DistributedLeadership.SanFrancisco:Jossey-BassSpillane JP,HalversonR andDiamond JB2004,Towards a theory of leadershippractice:AdistributedperspectiveJournalofCurriculumStudies36:3–34Swan J, Scarbrough H and Newell S 2010, Why don’t (or do) organizations learn fromprojects?ManagementLearning41:325–344T.E. Will 2016, Flock leadership: Understanding and influencing emergent collectivebehaviourTheLeadershipQuarterly,27(2)Vecchio RP, Justin JE and Pearce CL 2010 Empowering leadership: An Examination ofmediatingmechanismswithin a hierarchical structure. The Leadership Quarterly 21: 530–542WeickK.,2002,TheoryandPracticeintheRealWorld.In:Tsoukas,H.andKnudsen,C.(eds)TheOxfordHandbookofOrganizationalTheory.NewYork:OxfordUniversityPress.

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8.Appendices

Appendix1–SelectionProcess

63

Appendix2-ParticipantInformationSheet

PARTICIPANTINFORMATIONSHEETGUIDANCEThisdocumentseekstoincludealltheinformationrequiredforyoutomakeaninformeddecisionastowhethertotakepartintheResearchProjectdescribedbelow.Thankyouonceagainforyourtimeinconsideringwhethertoparticipate.SectionA:TheResearchProject1. TitleofprojectLeadershipforsustainableeconomies–Astudyonhowsocialentrepreneurs

createanorganizationalsettingwhereeveryonecanlead

2. Briefsummaryofresearch.This research is being carried out in order to investigate the ways in which socialentrepreneurs foster leadership and identify the factors that contribute to a spacewhereeveryonecanlead.Thispieceofworkaimstostudythepracticeofcollaborativeleadershipinthecontextofsocialentrepreneurshipanditsimplicationsonleadershipdevelopment.

3. Purposeof thestudy: PartofMastersdegreeinSustainabilitywiththeGlobalSustainability

InstituteatAngliaRuskinUniversity4. NameofyourSupervisor:Dr.DavidArkell

5. WhyhaveIbeenaskedtoparticipate?

Duetoyourapproachtoleadershipandorganisinginternallyforsocialchange6. Howmanypeoplewillbeaskedtoparticipate?57. What are the likely benefits of taking part? The main benefit is educational as the

dissertation is small in scope and limited in time. It nonetheless has aims to contribute toresearchwithin fieldofnew leadership for social change. It isunlikely that therewillbeanydirectbenefitsbeyondanopportunitytoreflectonleadershippractice.

8. Can I refuse to take part? You can refuse to take partwithout giving a reason. Under nocircumstancesshouldparticipantsfeelcoercedintotakingpart.

9. Hasthestudygotethicalapproval?ThestudyhasethicalapprovalfromanethicscommitteeatAngliaRuskinUniversity.

10. Has the organisation where you are carrying out the research given permission?

Approval of contact has been given from Co-Director Nadine Freeman. However thisconstitutedgeneralpermission toapproachparticipantsand it is thedecisionofeachpersonwhethertheywouldliketotakepartinyourresearch.

11. If your research falls under specific legislation e.g. the Human Tissue Act (2004), youneedtostatethatyourresearchcomplieswithit.No

12. Sourceoffundingfortheresearch,ifapplicable.No

13. Whatwillhappentotheresultsofthestudy?

Theresultswillbewrittenupformydissertation.

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14. Contactforfurtherinformationmichelafenech@student.anglia.ac.ukor0044(0)7731355613

SectionB:YourParticipationintheResearchProject1. Involvement

Leadership and leadership development is emerging strongly within leadership theory andresearch.However,duetothecomplexity,multi-facetedandmulti-levelnatureofleadershipaswellasitsfast-changingcontext,aproliferationofstudieshaveemergedaboutvariousaspectsof the definition, content, process and outcome of leadership and leadership development.Howeversignificantgapsremainintermsunderstandinghow leadersfosterleadershipwithinothers.Thisrequireslookingat leadershipasapracticeandunderstandingtheorganisationalandrelationalprocessesbehindit.Thisstudywilltakeanin-depthlookatsocialentrepreneursandtheirleadership,particularlythepracticeoffosteringleadershipineveryonearoundthem.

Participantswilltakepartinanin-depthinterviewthatmaytakeplaceinoneortwosessionswhereparticipantswillbeaskedtoansweraseriesofquestionsontheirleadershipapproachand practice. The interviews will happen electronically with one session of an hour or twosessionsofanhoureach,dependingontheiravailability.Inthecaseofparticipantobservation,theparticipantwillbeobservedattheirorganisationfor20 to 40 work hours (3 to 5 days). This will include observing the participant theirorganisational context, observing how they set up teams, the culture they create in theorganisation,howtheyworkwiththeirteamandhowthistranslateswithinteampractice.

2. Participationinthestudykeptconfidential

All information disclosed during the study will be kept strictly confidential. Participants’personaldataorsensitivepersonaldatawillnotbeincludedindissemination.MySupervisor,Dr.DavidArkellandNadineFreeman,mybossandCo-DirectorofAshokaGlobalizerwillhaveaccesstoparticipantdata,howeverwherepossiblesuchdatawillbeanonymouslystored.Allresultswillbewrittenupinanonymisedformat.Whileeveryattemptwillbemadetoensureanonymity, it may not be possible to guarantee complete anonymity. It is possible thatparticipantsmaybeidentifiedbytheircolleaguesorpeersifnotbythegeneralpublic.

3. Useofquotes.

I may use quotes to help support argument. However any quotes will be sent to you forapprovalbeforeincludingtheminthedissertation.

4. Useofrecordingequipment.I will be recording the interview to ensure essence of interview data is captured and notmisinterpretedinthefield.Therecordeddatawillbetranscribedandkeptsecureandstoredinelectronic formatonanexternaldrive.Datawill thenbe securelydeleted inaccordancewithpoint8below.

5. Possibledisadvantagesorriskstotakingpart

Risksforthestudyareminimalandmainly includeincludesriskofdistress,physicalharmorrisktoconfidentiality.Distress:

• Questions will be mindfully set and sensitively asked to interviewees.InterviewerwillbesensitivetocuesgivenbyIntervieweeduringinterview.

• Intervieweeswillbemadeawarethattheymayleaveatanypointduringtheinterviewshouldtheyfeelanydistress.

• Intervieweeswill receive the contactdetails and referencesof local servicesthatprovidepsychologicalsupportshouldtheyneed.

PhysicalHarm:

65

• Observationwillhappenintheorganisationofparticipants–aspacethattheyknowandarecomfortablewith.

• Theinterviewerwillhavealistofemergencycontactswithineasyreachatalltimesandwillsharethemwiththeinterviewee.

Confidentiality:• The researcher will avoid disclosing any identifying factors for both the

participantandtheirorganisation.Agreementtoparticipateinthestudydoesnotaffectparticipant’slegalrights.

6. WithdrawalfromtheStudy

Participantsdonothavetoansweranyquestionnaireorinterviewquestionstheydonotwishto.Participantscanwithdrawfrombeingobservedorfromthestudyingeneralatanytimeandwithout giving a reason.Thismaybedone through email. Participantsmay also require thattheirdataberemovedorconfirmwhetheranyanonymiseddatathatyouhavecollecteduptothatpoint.ThismaybedoneuntilAugust15th2016,asonceresearchiswrittenupfordegreeitwillbedifficulttoretract.Anydatacollectedmaybeusedbyparticipantsifprovenuseful.

7. Specialprecautionsbefore,duringoraftertakingpartinthestudy

Ifparticipantsdiscloseanyinformationwhichtheresearcherhasalegal,ethicalormoraldutyto disclose to any relevant authorities, then the researcher will heavily consider thecircumstances, strengthandnatureof the informationobtainedand the consequences (e.g. ifresearcherfeelsparticipantsareatriskorifparticipantsrevealanythingofanillegalnature)onrelevantpartiesbeforemakinganydecisiontodisclose.

8. RetentionofData

Datawillbesafelyandsecurelystoredfor3yearsfromcompletionofthedissertationandthensecurely destroyed. To ensure that data will be stored anonymously, participants will beassignedacodenumberandanyidentifyinginformationwillbestoredseparatedfromthedataat the earliest opportunity. Personal data of participants will however be deleted once thedissertationiscompletedandapproved.

9. Summary of research findings I can send participants a summary of research findings by

emailshouldtheyrequest,afterthedissertationiswritten.10. Contactdetailsforcomplaints.

Ifparticipantshaveanycomplaintsaboutthestudy,theyareencouragedtospeaktomeormySupervisorinthefirstinstance.TheemailofmySupervisorisDavid.Arkell@anglia.ac.uk.TheycanalsomakeuseoftheAngliaRuskinUniversity’scomplaintsprocedure.Emailaddress:complaints@anglia.ac.ukPostal address:Office of the Secretary andClerk,AngliaRuskinUniversity, BishopHall Lane,Chelmsford,Essex,CM11SQ.

Version115thJune2016

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Appendix3–ParticipantConsentForm

PARTICIPANTCONSENTFORM

ThThis formconstitutes your free and informed consent toparticipate in theResearchProjectdescribedintheattachedParticipantInformationSheet.Thankyouforyourtimeinconsideringthisprojectandyourparticipation.NAMEOFPARTICIPANT:Titleoftheproject:Maininvestigatorandcontactdetails:MichelaFenechmichelafenech@student.anglia.ac.ukor0044(0)77313556141. Iagreetotakepartintheaboveresearch.IhavereadtheParticipantInformationSheet

version115.06.2016forthestudy.Iunderstandwhatmyrolewillbeinthisresearch,andallmyquestionshavebeen

answeredtomysatisfaction.2. IunderstandthatIamfreetowithdrawfromtheresearchatanytime,withoutgivinga

reason.3. Iamfreetoaskanyquestionsatanytimebeforeandduringthestudy.4 Iunderstandwhatwillhappentothedatacollectedfrommefortheresearch.5. IhavebeenprovidedwithacopyofthisformandtheParticipantInformationSheet.6. Iunderstand thatquotes frommewillbeused in thedisseminationof theresearch in

accordancewithmyapproval7. Iunderstandthattheinterviewwillberecorded

Data Protection: I agree to the University4processing personal datawhich I have supplied. Iagree to the processing of such data for any purposes connectedwith the Research Project asoutlinedtome*

Nameofparticipant(print)…………………………Signed………………..….Date………………Nameofpersonwitnessingconsent(print)………………………….Signed…………………..Date………………

4“TheUniversity”includesAngliaRuskinUniversityanditsAssociateColleges.

67

IWISHTOWITHDRAWFROMTHISSTUDY.If youwish towithdraw from the research, please speak to the researcher or emailthematmichelafenech@student.anglia.ac.uk stating the title of the research. Youdonot have to give a reason for why you would like to withdraw. Please let theresearcherknowwhetheryouare/arenothappy for themtouseanydata fromyoucollectedtodateinthewriteupanddisseminationoftheresearch.Date15.06.2016Version1

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Appendix4–Semi-StructuredInterviewQuestionsBackgroundQuestionsontheOrganisation:

1. Whatisthevisionandintendedimpactofyourorganisation?2. Canyoutellmeabitaboutthehistoryoftheorganisation?Whatstageisitat

now?3. What is or has been the intention that has brought your organisation to

operatethewayitdoes?4. Istheideabehindyourorganisationstilldependentonyou?5. Canyouhelpmeunderstandthedesignoftheorganisation?

BackgroundQuestionsonLeadership:

6. Howwouldyoudefineleadership?7. Whatreferenceorrolemodelforleadershipdoyoulookto?8. Whatisyourexperiencewithleadershipbeforetheorganisation?

OrganisationalEnvironment:Values,SharedPurposeandTeamDynamics

1. Whatarethekeyassumptionsandvaluesoftheorganisation?2. How do you develop a sense of shared purpose/shared mission in the

organisation?3. Whataretheattributesyoulookforwhenrecruiting?Whataretheattributes

youlooktodevelopinemployees/volunteers?4. Do teams form according to goals/projects?Howdo you communicate team

goals?5. How do you mobilise teams/employees/volunteers towards that shared

purpose?6. HowdoyoufosterIndividualandcollectivemotivation?Wheredoesthatcome

from?7. Whenistheorganisationatitsmostproductive?Whatarethemainblocksfor

productivity?Howdoyoudealwithit?

Self-LeadershipandLeadershipwithinTeams

8. Whendoyourteam/employees/volunteersshowleadership?9. Towhatextentdoemployeeshaveautonomytomakedecisions?10. Towhatextentdoemployees/volunteershavediscretion indeveloping their

skills?

ProcessesandPractices

11. Trust:Towhatextentdoestrustplayapartintheorganisation'sculture?Howdoyoubuildit?

12. Relationships: How do you foster relationships betweenemployees/volunteersandpartnersinavirtualworkingenvironment?

13. Collaboration:Howdoyoufosterspiritandpracticesofcollaboration?14. Conflict Resolution: How do you approach conflict personally and through

teams?15. Communication:What practices and processes for communication have you

builtintotheorganisation?

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16. Communication: What is your approach tomisunderstanding/miscommunicationwithintheorganisation?

17. Failure/Success:Howdoyoudealwithfailure?Whatissuccess?Howdoyourewardit?

18. Sensors: How do you support your team/employees to effectively managechange?

OrganisationalDesign

1. Whatwerethecriticalconditions,inyouropinion,thatallowedadifferentwayofoperatingadifferentwayofoperatingtoemergeinyourorganisation?

2. Ofallprocessesandpracticesthatsetyourorganisationapart,whicharemostcriticaltomaintain?

3. Howresilientorfragiledoyouassessyourwayofoperatingtobe?4. Towhatextentdoestheorganisation/orgmodeldependonyouasaleader?

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Appendix5–OrganizationalContext

Interviewee1 Interviewee2 Interviewee3 Interviewee4

ParticipantManuel [Name for the sake ofAnonymity]

Christoph [Name for the sake ofAnonymity]

Mark [Name for the sake ofAnonymity] Peter[NameforthesakeofAnonymity]

OrgOrganisation A [OA] [Name forthesakeofAnonymity]

Organisation B [OB] [Name for thesakeofAnonymity]

Organisation C [OC] [Name for thesakeofAnonymity]

OrganisatoinD[OD][NameforthesakeofAnonymity]

InterviewMethod Skype Skype Skype Face-to-face

OrganisationType ForProfit

Non-Profit with different servicesseparatedasprojects NonProfittransitioningtoHybrid Notforprofit[withtradingarmseparate]

Sector Health SocialInnovation Education/YouthEmpowerment Health

Employees 40in11countries 60employees-4regionaloffices4 Core Team, 3 apprentices and around10onSLAs Around40in12countries

Organisation RemoteWork-NoofficeOne organisation with cross-businessunits

Organisation that works builds internalandexternalteams

TheCommunityRuneventsorganisedbytheself-managing volunteer teams are thesymboloftheODidentityandmovement.ODis associatedwith the brand andmovement,nottheorganisation

Purpose ofOrganisation

Empowering every patient toown, manage and control theirhealthcaredata

StartedOrganisationBwiththeintentionto mobilise ideas and solve thechallengesofsocialentrepreneurs.Theirmission is to accelerate the impact ofsocialentrepreneursbyconnectingthemwith ordinary individuals ready to takeup their challenges. They turn socialengagement into an easy, fun andefficient learning experience, accessibleto absolutely everyone at a global scale.Thus, making it possible for individualsall over the world with differentbackgrounds to act at a local level for aglobalmission.Toenableanyonetohelp,they constantly create new problem-solving workshop methodologies andtraineverypassionatevolunteer.

Empower and engage young citizens toleadchangeinsociety-totakeastakeinsociety, engage with decision-makingand make informed choices as activecitizens.

OrganisefreeopenCommunityRuneventsinparks everySaturday, forall52weeksof theyear. This is a simple, easy and fun way toengage in exercise. The A Community Runevent includes the run as well as a socialmeeting after the run for all participants(volunteers and runners). The idea is toremove as many barriers as possible fromexerciseandvolunteering.

OrganisationStructure

3 teams: 1. Developer Team -build and improve software 2.Success Team [clinicians orprojectmanagerswithhealthcareexperience]-patientsupportandchange management 3. SalesTeam [patient passionateclinicians that engage others inthe vision of the product ratherthan just try to sell the productitself] - Partnership and Sales tonetworks, ngos etc as customers.TheythenhaveasupportrolesofCTO, Partnerships VP, CFO andCEO

Structured organisation as a nonprofitand as an open community so everyvolunteercanjointheprojectsandcreatenew projects. Some of the volunteersdecided to join full-time andentrepreneurnewspin-offsconnectedtothe MakeSense vision. So theorganisation's first group of employeeswere volunteers who wanted toentrepreneurtheirownprojectsinorderto mobilize businesses, academia,funders,andtheworldofartandculture.Cdefinedthestructureas 'acollectiveofentrepreneurs'. To engage students andbuild the school of tomorrow:SenseSchool was created. A completeteamworkstobuildanddevelopqualityinnovation training programmes basedon the most pressing social themes oftoday.To engage public and privateorganisations and build tomorrow'scompany: CommonsSense was createdby Linda and Christoph. Today theCommonsSenseteamsupportcompaniesin social innovation and the creation ofinternalandexternalcommunities.Theyare1teamwithcrossbusiness-unitwork

3 Teams:ResearchandAdvocacy Team;Digital Team; Education Team that areindependent and interdependent.EducationTeamisnew-inlinewithnewstrategy. It used to be the communityengagement team. This team no longerexists [7 people were let go a monthbeforetheinterview]

Parkrunorganisationsin12countries,withaparent company in the UK - very largevolunteer base involved in management.Organisational Structure of the parentcompanyastheGroupHeadquarters(HQ) inUK and country organisations across 12countries, with around 800 self-managingvolunteer teams. Role of HQ is to createtechnology,implementprocessesandsupportother country organisations and volunteercommunity. "Role of the countryorganisationis to engagewith communities to start eventsand then to offer them a small amount ofsupport and to keep it sustainable they needsomekindofrevenuegeneration"

VolunteerCommunityStructure

They have a community of 2010Gangsters. These are volunteers trainedinimplement 'Huddles'whichaproblemsolving sessions through the open-sourced OB problem solvingmethodology. Huddles are the problemsolving sessions thatmobilize the talentand skills of people to help socialentrepreneurs solve a specific problem.This is the heart of community. It hasalso developed into more coordinatedand longer term projects wherevolunteers from the OB communitypartner with other NGOs or socialentrepreneurs to mobilize communitiestosolveaspecificproblem

Eachcountryhasavolunteerstructuremadeupofdifferentlayersof'irregular'volunteers,Core Volunteers and Ambassadors. At thecore this structure are a self-managing teamof volunteers that manage and organise thecommunity runs (CRs). At the time of theinterview, this involved over 10 000volunteers every week. This involves a corevolunteer teamand irregular volunteers thatcontribute with less consistency andcommitment. A community run in a specificparkisrunbyonecorevolunteerteamof6to15 people. A country then has a network ofAmbassadorsthatcreatenewcommunityrunevents (go and negotiate with land ownersand build teams to run events), train teams(techsupport)-theyarealsothefirst lineofsupport for the core volunteer teams. In theUK alone, the organisation has 150Ambassadors. No volunteers are recruited.They approach the organisation/communityto get involved.The reasona volunteer endsup an Ambassador: "a passion for the [ODmovement]"

Context

"There was new technology thatmeant patients can get all theirinformation and I was a patientwhowantedallhisinformation-Icould see the value of how thatwould help me but also save thehealthcare system money... 2008became me frustrated enough tosay'IjustwroteabookaboutthisIneedtogetonwiththisanddoitif I want it'." Starting theorganisationaftermovingbacktothe UK after 6 years, having tobuildanorganisationwithlimitedresources, capital and network:"There were certain decisionsthat I had tomakeearlyonandIaccidentally lead to a very usefulcultureinthecompany."1.Hiringpeopleremotely.Hedidthatfor2reasons: 1) his personal andfamilywell-being,asMwasaboutto transition into being a parent"...if I couldwork fromhome thatwouldbegreatandIcouldfitthataroundthechildren."This leadtoadiscovery thatmanypeople, forsimilar motivations, wereattracted to that. These werepeople "atthe topoftheirgame-highly experienced - learnt a lotand had lots of networks and ahigh salary. So ifwegave themajob where they can work fromhome then we can recruit themwithfar lessresourcesthanIhadat my disposal back then."Therefore 1B - attracting talentlooking for similar workconditions.2.Increasingaccesstotalent pool by not restrictingrecruitment by geography. "Iwasn't restricted to people livingin [my] small city and customerslikethefactthatourteamisnextto the customer not next to me""WeendedupthiswayaccidentlybutifIwasstartingagainIwouldabsolutely recommend that foreveryone"

"To begin with it wasn't organisation and Iresisted making it an organisation for quitesome timebecausemy thoughts in the earlydayswere'itsjustsosimpleandeasy'".Afewthings I didntwant: "1. I didntwant to be aclub 2. I didnt want money to enter handsever because that would set us up as acompetingproduct for other races3. I choseSaturdaybecausetraditionallyclubsrunonaSunday and I didnt want to disenfranchiseclubs" Friendly/Not-competitive - inclusive -an invitation to a community not acompetitiveproduct-anadditioninyourlifenomatterwhat elseyoudo. "What Iwantedto dowasbuild something thatotherpeoplecouldreplicate forfree.TheonlywayI couldcontrol that is if I had good technology andgoodprocessesandgoodabilityforpeopletoreceive those guidelines so that I couldsqueeze the organisation to the smallest Icould get awaywith and at the same time Icould hold people accountable for doing theright thing by putting in place the rightprocesses, rules and guidelines""In my mind I always knew that by far themajority of people engaged in CRswould bevolunteers. I wanted the organisation itself[includes HQ and the country organisations]to be lean and almost nonexistent. Most[runners] don't know there is a companybehindit.Thisisbydesignbutitsalsouniquealmost.""ThisorganisationisalmostinvisibleAndthepeopleinthisorganisationarestrongpersonalitiesbut idon'tseeanyonetrying tobe the personality of the movement. Thepersonality of the movement exists at theeventlevel.

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Appendix6–ExcerptsfromInterviews

Interview1

Participant Manuel

Organisation OrganisationA

Remote working environment for flexibility, increased access to talent andproximity tocustomers.OrganisationstartedfromManuel'spersonalexperienceas a patient, his concerns as a doctor as well as his research in the medicalfield."TherewasnewtechnologythatmeantpatientscangetalltheirinformationandIwas a patientwhowanted all his information - I could see the value of how thatwould help me but also save the healthcare system money... 2008 became mefrustratedenoughtosay'IjustwroteabookaboutthisIneedtogetonwiththisanddo it if Iwant it'." Starting the organisation after moving back to the UK after 6years,havingtobuildanorganisationwithlimitedresources,capitalandnetwork:"TherewerecertaindecisionsthatIhadtomakeearlyonandIaccidentallyleadtoavery useful culture in the company." 1. Hiring people remotely. He did that for 2reasons: 1) his personal and familywell-being, asMwas about to transition intobeingaparent "...ifIcouldworkfromhomethatwouldbegreatandIcouldfitthataround the children." This lead to a discovery that many people, for similarmotivations,wereattracted to that. Thesewere people "atthe topof theirgame -highlyexperienced- learntalotandhadlotsofnetworksandahighsalary.Soifwegavethemajobwheretheycanwork fromhome thenwecanrecruitthemwith farlessresourcesthanIhadatmydisposalbackthen."Therefore1B -attracting talentlooking for similar work conditions. 2. Increasing access to talent pool by notrestricting recruitment by geography. "Iwasn't restricted to people living in [my]smallcityandcustomerslikethefactthatourteamisnexttothecustomernotnexttome" "We ended up this way accidently but if I was starting again I wouldabsolutelyrecommendthatforeveryone"

ImplicationsofRemoteWorking -Entrepreneurial/Freedom/Independent indecision-makingWITHsupportofteam

IndividualAspects:"youhavetobeveryentrepreneurial,veryself-motivated,beableto learn a lot very quickly both from the company and the customer and [have to]learn[howtouse]technologytosupportyouindoingthat.""Eachteamhastobeveryentrepreneurial because theyareworking by themselveson the front linesand theyhave to make lots of decisionswhile getting lots of support from their colleagues."[Person - intersubjectivity] Culture:"We've had a lot of high calabric people whodidntlikethatapproachandleftthecompany.It'sjustacertainkindofpersonlovesitand they thrive and others, it's not for them. But what you're left with are highlyentrepreneurial, self-driven, self-motivated people and at the same time its a verycollaborativegroupofpeople."[Relational -Intersubjectivity][Riskofgroupthink?]Practice: Initial Permission for those that don't initially take action in lack ofstructure - todeconditionpreviouspatternsofworking "we tell themgoonandthey just fly, they are usually not used to genuinely being freed up to beentreprenuerial"

physicallyindependentbutconnected throughtechnology

Collaborativeand connected:"I'vehadlotsofpeopleinthecompanysayalthoughtheyrarelyseetheircolleaguesface-to-facebuttheyfeltmoreconnectedtothemthananyotherorganisationstheyworkedwithbecausetheyareconstantlyonlotsoftoolstogether-slack,wiki,skype,screensharingandsoon-thereisalwayssomeoneawake24/7onPKBandtheyarealwaysinterested,willingandhelpful."

dialogue/communication

Globalcontext:"Thefactthattheyarespreadacrosscountriesandtimezonesmeansthey're very good at communicating. They have to be both good at workingindependentlybutalsoknowwhentocomebacktotheteam." ACTIVITIES: "Onceaday theyhave to come back tocolleagueswith problems they are stuck on becausesomeone else can unblockwhat you're doing." Culture: "Although they arewritingcode they have to be very people-focused." Patterns of action:"if you're not in anofficeyouhavetoproactivelygooutandtalktopeople"-Patternsofaction:"ifyouareproactivelytalkingtopeoplelikeyourcolleaguesthat'sveryimportantandthenitgenerallymeans thatmanyof ourdevelopers talkdirectly to their customers - theyhavetobeabletotalktothemclearlyratherthanspurtingjargonatthem"

Entrepreneurship/motivation screen: "Careerspagewasa single line: 'HowcanyouhelpPKB'? ...when facedwith theapplication form[mostpeople] frozeanddidntknowwhattodo-wescreenedoutalotofpeoplewhoweren'tentrepreneurialandsothe ones who made it through that first step were really good." Recruitmentprocess: "We do 4 interviews for each newcandidate and do that independentlyandswapnotes."Skills/Capacities:"Wethenlookforspecificskillslike...thesuccessteamwe look for the ability to teach someone, the ability to understand somebodyelse'spointofview...andlotsofdomainexpertise,Alotofwhatwegetishowgoodisthe person at communicating and explaining themselves because there is non stopcommunication going on." Onboarding Process and pattern of action: Newemployeesshadowotheremployeesface-to-facefor5days.Thisfacilitateslearning

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Onboarding

Entrepreneurship/motivation screen: "Careerspagewasa single line: 'HowcanyouhelpPKB'? ...when facedwith theapplication form[mostpeople] frozeanddidntknowwhattodo-wescreenedoutalotofpeoplewhoweren'tentrepreneurialandsothe ones who made it through that first step were really good." Recruitmentprocess: "We do 4 interviews for each newcandidate and do that independentlyandswapnotes."Skills/Capacities:"Wethenlookforspecificskillslike...thesuccessteamwe look for the ability to teach someone, the ability to understand somebodyelse'spointofview...andlotsofdomainexpertise,Alotofwhatwegetishowgoodisthe person at communicating and explaining themselves because there is non stopcommunication going on." Onboarding Process and pattern of action: Newemployeesshadowotheremployeesface-to-facefor5days.Thisfacilitateslearningvery quickly and building relationships.This person then becomes your'accountability partner'/mentor for your time as an employee. "Hired severaldevelopersfromHungaryandflewthemtoUKforaweekandtheywentfrontlinewiththesalesandsuccessteam.WehiredsomeoneelsewhowillbespendingherfirstweekinLondonwiththeLondonteam.Youbuildrelationshipsfacetofaceinthebeginningsojustbeveryintensiveaboutitinthefirstweek."

Relationships

Practice -Culture foronboarding:"theyhaveadeeprelationshipandalwayshelpeachotheroutandthey'realwaysdoingcheckinswitheachother.Wediscoveredthisaccidentally,wethoughtthementoring finishedafter6monthsbut it turnsout theycarryontalkingtoeachothereveryweek."

Relationships

Face-to-face interaction: "Wealsohaveonecompany-widemeetingonceamonthwherewe try to bring everyone from the company to London. Officially there is anagenda-aseriesoftalkstogothrough-butitsanexcusetogotothepubafterwards-that'swhere the realwork getsdone - the differentmembersof thedifferent teamssittingdownandhavingadrinktogether.Wealsotrytohaveonedayamonthforthe[3respective]teamstomeetupinLondon."

Remote - OnlinePresence -Transparency(information) andCommunication -connected throughtech

Practice: "The biggest thing is just being present all the timeremotely."Activities: For example: "whenwe are inmeetingswe constantly takenotesonacomputerbothbecausethosenotesweputthemsoanyonecanreadthemwhowasn'tinthemeeting[and]sothenoteswearewritingareavailablerealtimetoanybodyelse. Sooften if there is 2 ofus in ameeting they arewriting on the samenotestogether;ortheytheteamareaskingquestionstoeachotherwhilethecustomeris talking and they are also on slack posting questions to their colleague - 'thecustomeraskedaboutthisIdon'tknowaboutthisfeaturedoyouhaveanyideas?';orthe developers are trying to bug fix while talking to the customer." "So there is aconstant realtime communication going on even though to the externalobserveritlookslikeyou'rebyyourselfindependentontheroadactuallyweareconstantly communicating what the latest technology."Practice -Open/Transparency:"Thecompanyfromday1isveryopen.EverymeetingthatI'vebeentoIwriteituponawikiandeveryone[has]access,anyonewhosedoneanythingitsavailabletoeveryoneelse.Everyonecanseemycalendarandeveryoneelse'ssoit'sallbuiltaround ifyouwanttoworkwithsomeoneon somethingeverything isthereforyoutosee-itscompletelytransparentwhateveryonehasdonesoyoucanjustgeton with it and do it - External meetings, internal - I have notes on everything"Communication - Explicit Practices: "Therearethingsthatgoonimpliciltywhenyouareinanofficethatwehavetomakeexplicitabout.Buttheflipsideisoceyougetthose practices in place you cover off the problems around implicit v explicitcommunicaton and you get a massive network effect from all the benefits of beingremote" - Comment: Pattern of action where everything is shared online and isaccessible to anyone in the organisation so that employees have the informationtheyneed to takeactionandengageothers.Theinteractionoftakinginformation,actingon itandsharing that informationenables agency.Again it comes down toinformation is power and freeedom - it allows for independence but alsocollaboration

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SharedPurpose

Org Structure - Purpose: Empowering the patient"Noteverybodygetsthatandiftheydon't theywontgetbeyond theapplication form.Theoneswhodousually say:'IvebeenthinkingthismywholelifeandIfinallyfoundsomebodywhoisdoingit.Sotheyareverypassionatebythetimetheygettotheinterviewprocess"Alignmentwithpurpose - strong driverand is the individualand collectiveboundary that shapestheorganisations' space foraction "Themissionisverysimple-everypatienteveryperson in the world will be in control of their data - we want to switch from apaternalisticapproachwhere thedoctorknowseverythingandyouaskquestions tothepatientbeing in controlof everything-andeverybody passionately believes -that'swhy they come towork everyday." "Whatwe talk about ishowdo youmake that happen on the ground. They see us do certain things that arecommerciallystupid-wetellcustomerstheyarewrong -wetellthecustomerwewon'tdo itbecause itsbad for thepatient -we've lost contractsbecauseofit.Theflipsideiswehavemanyimperfectionsourselves.Soforexamplewedon'talwaysdeliverwhatwewanttodeliverwearestretchedthinandsoon.Butwediscussthatoftenaround..oksowedidn'thaveenoughresourcestodoitinthistimewiththisbudgetbutwestillkeeponfixingit.Soeveryweekwekeepgoingonevenifwevebeentoldoff..theintentionistokeepfixingtheproblemsothateverybodygetsthistechnologyacrosstheworldanditslivingthroughthatthatreinofrceswhatthemissionisandwhatthepracticemeans."

Independence - lackofOrgStructure

OrgStructure - Culture -Practice:Independence:"notonlybecauseyouneedtodothatonthefieldbutalsobecausewearestretchedthinandallhavetobeabletodothingsbyourselves." Limited Org Structure: "We've had a situationwherepeoplejoinandexpectmore structure [whichwewill eventually do aswe scale]and thosecountingonstructuregetquitedisorientedandtendtoleave[ontobetterthingsforthemselves]-butotherslovethelackofstructureandlovethattheycancreatetheiragendaandbeveryflexiblewithinasupportiveteam"

Transparency andDialogue fostercollaboration -intersubjective -collective sensemaking

There's habit changes and they're not used to it being so transparent. A lot ofpeoplewehirearehighstandardand perfectionistsso theydon't likewritingsomething orotherpeople seeing ituntil itsperfectbut I have to tell them 'itwon't be perfect till they've seen it'. These are your colleagues - theywant tohelpyou - theyarenot going to pickwholesbut fillwholes foryou. It takes awhileforthemtounderstandthatyoucantrustusandwe'renottheretopokewholes.Oncetheydiscoverittheycanseehowbeneficialitisforthemandtheorganisationbenefitsfromthatapproach

DistributedLeadership-Teamsself-organise

Org Structure Team Design:"Insteadofahierarchywe tryto createcells - smallindependentteamsthatareabletomakedecisions.Theyknowwhattheyaretryingtoachieveforthecustomerandtheyhavethetoolsandresourcestogetonwithitanddoit."Processes:"Iftheresaprocessinplaceweputitforeveryonetosee.Increasinglyitsaboutthemcreatingthenewprocesses."

Communication forlearning

"...communicationaroundwhattheydidandwhytheydiditratherthanthemhavingameetinganddecidingandthat'sit. So if thereisaproblemwecancomebackandrevisitwhyitbecameaproblembutother than that the intention is thatyou figureout the decision among yourselves and then get on with it and then we can fixproblemsorrepeatsuccessesafteryou'vegottenonwithit."

Diversity/Communication-disagreement

Person - Recruitment: "People Iselect forare those thatdisagreeandarguewithme."Example:OnlydeveloperhiredfrominitialpoolofconsultantswasPetrawhowastheonlydeveloperthatwouldnonstoparguewithhim-Everytimeshethoughthewasdoingsomethingwrongshewouldtellhim."becauseyoudon'talwaysknowtheanswer....sotheconstantdebateisreallyimportantandthatiscarriedonthroughthecompany.Itsthepeoplewehire..theyarenotargumentativebutiftheysayyoudosomething wrong they tell you" Conflict Resolution seems to still be solvedhierarchically: "If we still disagree there is still the process where know as yourmanager Imaskingyou todo iteven thoughyoudisagreewithmebut itwasn't forlackofthemtellingmetheresaproblemandflaggingupandexplainingthings-andthat is really important."Org structure: Create a space to communicate/resolveconflict:Meetingsandslack

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Support andCollaboration

Person -Recruitment:"Itstartsbywehirepeoplethatarelikeableandhelpful.Wescreenforthat.Wehirepeoplewelikeandarepassionateaboutdoingtherightthing.Sothatmakeseverythingeasier."Patterns of Action - Culture: "Andthen I thinkit'saboutsettinganexampleaboutdoingthateveryday.IfoundthatwhenIdothingsthatarehelpfulonthegroundlevel,soliketakingnotes-itakenotesbecauseItypequicklybut idiscovered that foreverybodyelsethatisabigdeal fromthem-istayquiteinthemeetingbecaseitsmoreimportantthattheytalktoeachotherratherthanmetellingthemwhattodoandthatfeedsthrougheveryotherinteractionthatthey have with each other" Modelling helfpul and supportive behaviour feedsthoughtheorganisationandencourageshelpfulandsupportivebehaviour

Practice -Transparency - leadsto trust, safety,communication,collaboration

Person:Definitelyfromtheprofileofthepeoplethatwehiretheytalktheydon'tstayquiet if they see something wrong. ---> Pattern of action. Inter-subjectivity -Modelling: Its reinforced by seeing the fact that the bosses like that and do itthemselves. The customers also see that and it makes a big difference to them -->PracticeWhenouremployeetellsthemthis istherightwaytheyknowtheyarenotbeing fed BS. The employee honestly believes that and wouldn't have said it.OrgStructureCulture-values:Sohonestytransparencyarereallyimportantvaluesandcomes through thethecustomer.Org Structure - Purpose:Theproductisall about tranparency. The patient can see everything you are doing. Themedical profession initially think that thiswill increase lawsuits, finding blame andpunishingpeoplebutwhat they discover andweknowalready is that transparencyreduces lawsuits, it reducesarguments,when theresaproblem its flaggedand fixedsoonerbecauseitsmuchsmallerthanwhenyouleaveitforlonger.Welivethatinthecompany and it comes through in the product. Practice: Inner and externalalignment - they live the values and vision that they work towards. Culture -Practice:Trusttakestime-youhavetohaveiterationsofpeopleseeingconflictleadingtopromotions-inapublicmeetingthey'vesaidimwrongthey'vetoldmeimwrong and a few months later that person gets promoted - and during theconversationyouengagewiththemyoutalktothem.Thenthenewemployeeshearitfromexistingemployees-theygettoldlookitsoktospeakup-thediscussionisusefulwhenyouseesomethingwrong.

FormalLeader

Someformofverticalleadershipstillexistshoweverenergypointsdownwardsnotup-inthesensethefocusisonsupport,catalysingandenabling:Practices:BacktobackmeetingswithpeoplesharinginformationonwhatishappeningandensuringIusemyexperienceandoversighttofacilitatetheirownwork"Nowmyroleisbeingcompany mascot - sharing information amongst parties and motivating them...It isreally information-sharing is what Im doing" "There are 2 main blockers 1. Myexpertise and 2. The mandate for getting things done. If there are 2 people withdifferentviews,nowwehavetotakeadecision,thisisthedecision,letsgetonwithit.Buttherearealotofpeoplethatcantakethatroleinthefuture."

Critical Conditions fortheorganisation

having the right technology, the right people and using the right tech in therightway.Youmodelitandreinforceit.Entrepreneuralismandcollaboration..thetimetophysicallyconnect..andcommunication

Leadership

Myparentsalwaystaughtmeifyouseesomethingwrongitsyourjobtofixit.Thefactthatyouspotteditmeansthatyouknowhowtosolveit.Youhavetodosowithhardworkandgettingonwith it.What theydidnt teachmebut Idiscovered,which theyactually knew and just never made explicit;When you step forward to try solve aproblemyouspotted,it'samazinghowmanypeoplealsowanttohelp.Thecompanyisfull of people like that, itsnot thatyou spotted it so itsallonyou to fix it, you stepfoward firstbut thereare somanypeoplewhowant tohelpwith thatandare fullyfocused on that. Soofficially I'm the leader but actuallyeachone isblazingapath..[Creatingchange]-thatjustgoesthrougheveryonewehaveontheteam

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Interview2

Participant Christoph

Organisation OrganisationB

Reorganisation:linkedtotheirshiftinstrategy,wheretheywanttofocusonhowtoorganisecollectiveactionofcitizenstowardstheSDGs.

DecentralisedLeadership

Right now they are re-organisaing theorganisation tocreate amore flat structure - do nothave a CEO. Revolving Executive Board. The purpose is to open the organisation'sstrategy to the active members of the community and strengthen internationalcooperation.Concretely, the board is the legal representative of the nonprofit - representing theinternationalcommunity.Thisincludesalargeresponsibilityandanumberofrightsandduties. It consists of 17 seats, assigned for a one year term. 8 seats are filled by the globalvolunteer community, 1 seat per revenue-generating project, 1 seat for 1 co-founder andremainingseatsforfull-timersintheMakeSenseecosystem.weneededtocreateagovernancebodythatwasefficientinthelongrunandindependentfromindividuals.Nostrategicdecisionshould indeedbedonebyonesingleperson andall decisionsneed tobemore transparent.ThosetopicsarerelatedtolocalandglobaldevelopmentofMakeSense,theplatformandthetools,strategiestoinvolvepeopleallaroundtheworld,globalpartnerships,fundingstrategies,etc…Themembersdiscussstrategictopicsleadingtodecisions(yes/no)ornewframeworks.Typically,whenan international organisation is facinga challenging situation, thesolutionswill be complex and will depend on local context. Frameworks provide some guidelines,historical facts and key constraints to keep in mind when facing a specific situation(Partnering with the public administration of a city/country for example). They help anorganisationmaketherightdecisionsautonomouslywhiletakingintoaccountthespecificitiesofthelocalcontext.PublishReportwithdecisionstakenacrosstheterm.

Technologyusedtomakedecisions

Loomio. EB is a virtual board. Hangouts for meetings, process in place and Loomio fordiscussionsanddecisionmaking.Thereisalotofremoteworkandwehavebeenusingdigitaltoolslikeslack[usingitforthelast1.5years]tokeepemployeesconnected

Teamleadership

Process and interaction:Teams setuptheirownobjectives–butitneeds tobevalidatedbyyourteamthatyouworkwithdaily–lookatobjectivesgetcommentsandrefine.Objectivesaretheninterdependentwithintheorganisation.3monthsassessmentofobjectives.Teamsaremadeup of several circles. All employees are empowered . Teams are learning how to workcollaborativelyandlearninghowtoworkwithnohierarchy.

Projects-basedwork

Process - feedback - collaboration - selforganised and directed: For example if I amworkingonadigitalstrategyforaprojectIhavetorequesta'mandate'fromtheorganisation.ThismeansIhavetomakeapresentationontheidea,postthemandateonthemandatechannel–Iwouldneedtobuildateamof8people–thesenominatethemselvesiftheyareinterestedindriving the project – and they create a channel and work through that channel.Mandate isthere to request to take leadership for aspecific topic – for it tobe validated youneedvotesfromatleast1/3oforg

communicationThentheyprepareaPulsereport–onceyouhavebeenworkingontheprojectyousubmitittotherestoftheorganisationtosee–iftherearebigdecisionswithabigbudget

Recruitment

PersonTheytestwhetherthecandidateshaveentrepreneurshipskillstotakeinitiativeandiftheyfitinthecultureofautonomouswork.Iftheytakeresponsibilityandembedtheattitudeswithinthemanifesto.Theythenlookforthespecifictechnicalskillsneeded.Theyalsotrytoensurethattheorganisationismoreandmoreinternational.Themain languagefortheorganisation isnowEnglish–now looking foramorediverseand internationalprofile.Theytrytoincludeculturalandcountrydiversity–programshavealotofcross-countryworksoithelpstohaverepresentationglobally.

Shared Purpose andonboarding

2weeksonboardingprocess[doesn'tknowtheprocessindetail-AskCaro].Peoplearethenmatchedwithabuddy

Conflict Resolution -Creativity

Practice: rule that “as long as you haven’t prototyped you don’t know” – so everyone isencouragedtoprototype–theruleisthatifyoudon’tknowordon’tagreeyouneedtoshowwhatisbestthroughprototyping–sothatthedebateisnoton justanideabutaprototype.And then the decision is made according to which prototype/solution creates the biggestleverageonimpact

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Leadership

1.Mainroleisfundraisingandworkingwithexternalpartners.Hetravelsallthetimetoseethe teams and build new partnerships2.MakesurethatifthereisagoodinnovationIsupportit-Trytospotnewthingsgoingonbygoing through channels and seeing what spreads in the community3.Participatinginacircle-creatingthevisionmissionandobjectivesofthecircleshejoins–according to mandates he chooses [participative]4. Me or co-founder participating in Revolving Board Examples of Leadership: StartSenseSchool – started SenseCamp – Prototyping. They then seewhatworks based onwhatspreads

Action - Prototyping -enables testing andcreativity - ok to fail(Freedom) goals still tobereached(structure)

Culture:Tryingandprototyping ispartofourculture- failureisfinehere.However,failuredoesn’tmean you fail to reachyourobjectives– trynewstuff fail etcbut stillhave tomeetobjectives.Ifit(i)bringsimpactand(ii)revenues–and(iii)becomesviralinourcommunity

Development ofindividual andrelationshipsintheteam

the onboarding process, team building, there's also a lot of travel so that get togetherphysically–a lotofretreats.Everyonemeetsatthesensecamp–This is really important tohelpbuildpersonalrelationships

TrustTrusthappenswhenyouhave(i) constantcommunicationand (ii)reputationmadeof theircommitmentandreachtheirobjectives

Leadership

1.Leadershipiscreative-leadershipislikeajazzensemblewhetherthereisnoconductorandthe ensemble senses the context, works independently to contribute to the whole? 2.Leadership is never done – not because I started the organization I have constantleadership–Beingthefounderisnotenough-youneedtodothingsallthetimetoshowleadership – you need to show you are still committed. So you are a leader if you arealwaysone–i.e.leadershipisinaction

Main contributor to thespaceforaction

Mostimportantconditionforthemtooperatethewaytheydo:Money–sothattheteamisnotfocusedonmoney–andhasthetimeandlessstresstomakesthingswork-securityandpeaceofmindsothattheycancreativelytestprototypeandcollaborate

UniqueResources: Global communityandTechnology fordistributed leadership. Culture: ProtypingProcess:MandateProcessforLeadershipPractice:Everythingisborneoutofthecommunity

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Interview3

Participant Mark

Organisation OrganisationC

Whole Person/ PDCulture

Person/Culture: everyone who works here needs to understand that from a PDperspective we will all develop, every day week month, we will face challengestogether that we didn't expect, we'll face hurdles and we'll also become veryconsciousofthepoliticallandscapeandthefrustrationsofaskingourselveswhydoesitneedtobeasdifficultasitiswhydoweevenexistinthefirstplace,theresawholecombinationsof emotions skillsandconversationsand lotsof things thatgo into itbutatthesametimeifsomeoneprovestonotgetitthey'llgo.Context:Campaigningforwhateverissueishard.Therearenotwowaysaboutit.Especiallywhencoincidedwithlackoffinancing/pressuresthatcomein- ifwerenotanorganisation thatcancompletelybeourselvestrusteachotherandcarryaloadifpeopleneedalittlehelp.Butequally recognise that thereareopps forgrowth forallofus.Rectuitmentpractice:VideoApplicationtoseethepersonality

Autonomous work andCommunication

Process: So Mondays the core team come together - assess goals, update on keyprojectsand set timeframesandthenit isup to individuals to run theirowndiary.Provided you come with that next meeting with a significant level of work doneexpectedordemonstratethecontingencyyouputinplaceifproblemsarose.Butnowwe regoing tohave a spaceweeklywherewedo talkopenly howwe're feeling. Ifthere is things on yourmind theywell prioritise your feelings and take over youremotions.Inaplacelikethissurroundedbysocialinequalityorinjusticeifyoufeelahighlevelofempathyitcandecayyoursenseofself.ButnowIreallywanttolockinaspacewherewecanhavethoseconversationstogether.

Reflection

Rightnowwe'reinaperiodofstrategicreviewwheretheonethingwearedoingisreflectingonlastyearanditswithinthosereflectionsthatyoudemonstratewheretoconcentrategoingforward.

Flexibility and DownTime

Practice:SimplethingslikeIdonthaveaholidaychart... Iobviouslywanttoknowwhenpeopleplantogoawayandhave set timeswhentheyareoff. Peoplehaveamonthoff insummer,a2weekinxmas,weekineasiterandautumn.ItsquitealotbutIwantpeopletohavethatdowntime.Iwantfreedomflexibilityandtrust-werenotcomingtogether toselltrainers...we’recomingtogethertochangetheworld. We need life balance, support and trust.ppl work more and harderbecausewereworkingtowardsoutcomes.

Practicingacultureasateam

Culture:Ofcourseit'seasierwhenyoustartsmallbutyouhavetogetitrightwhileyou'resmallbecauseasyougrow,andwewillgrowagainnextyearthere'llbelocalelectionsandotherelectionsbuttheplanisthateveryonegetsitnowsothatwedobringinnewpeoplethecultureisntcomingfrommeitscomingfromeveryone

Trust

the movement relies on each team progressing at the same time. trust lies inresponsibilityandeveryoneunderstandingnotmeetinggoalsoruncoverhurdlesto tackle together thenwe're notmoving forward - team-wide each individualunderstands theirrolesareequally impbecauseif I cantdoXYZyoucantdoABC .. Ithinkitsniceactually-thatnoteamcanrunforwardwithouttheother -weareverymuchinterdependent

DisagreementIneed to be kept in check sometimes aswe all do Ineed tomake sure I create aspacewhereIcanbechallengedandequallyIcanchallengethem.

Record - Communicate-Reflect

Iveaskedeveryonetotryandwritealittlebitaboutwheretheyare-littlesnapshotssomaybewhenwe come to the shared space thatwe kick off nextweek they candemonstrate 'wow' im seeing progress or wow this problem is getting worse - 2weeksagoitstartedasthisnowitsaddedtothis-sowe'vegotfoundationstoworkwithandstructuretobreakapartchallengeandpickapartratherthanjust'thisisn'tworking'andtheresnosortofjourneyofwhyitgotthere

Diversity

Diversity it essential.Whenweneedadynamicandaculture thatripplesfromourteamintosocietythenasmanyviewpointsandperspectivesneed tobeconsidered.weneedtobereflectiveofsociety

IndividualAtBTBitsallaboutyouasaperson-Ineedpeoplethatfeelempathy,thathavegritandresilience,canfindcommongroundwithothercommunities

Boundary/Structurethrough Goal Setting -Autonomous ondefiningthepathtogetthere-collaborative

Theideaofbeingflexibleishavingacoregoalfortheyear-abroadgoal-mineisiwant toachieveengagementandmeasure scaleof impact.broad goals allow forflexibilityandalsoempowertheindividualtohavealandscapewheretheycantakerisk-therearecertainparameterswherewithinthisandthis-thisisyourworld.Wantpeopletotakerisk-wewouldn'tbewhereweareifwedidnttakerisk.ButasIgetolderriskismoretiringforme.Ifyoucanallowotherstotakeriskyou share the burden thatcomeswith that. Eachdepartment is in chargeoftheir role and outcome and we will all agree with them together and thepeople will get on with it. By making the plans together and setting goalstogether inanopen envwhere ifyou say yes to it then its expected thatyouthinkyoucandoitandthenequallyitcomesdowntotheindividualtotakeusto that next milestone by the time we need. Very much about team-widedistributionofplanmakingandstrategy.Iknowwhatwewanttodoandhowwegetthereisdecidedtogether.

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Team acrossboundaries

Research is run bya separate company that is youth led - theydo the research.One of the Core Team employees is also themanaging director of this researchcompany. Inreality itslikewe'reonebig team.sheisourin-housedesigner.butshe runs her own company. Partnership is verymuch connected through a sharedpurpose-thatswherethedifferencelieswithmoretransactionalpartnerships.Theguys that make the verto tool and design our website - we are basicallypartners-theyarepassionateaboutourcause

RespondtochangesWhatweneed todo isunderstand the systemas it currently isandbewillingandflexibleenoughtojumponthingsasandwhen.

Distribution ofcoordination/processes

We'renotafraidtochangethings-eachyearwedefinehowwearegoingtoworkasateam-theprocesswestickto-theculturewewant-itscreatedeachyearasa teamwide agreement - everyone brings the reflections and sets out what wewanttodothenextyearandhowwe'regoingtodo-yougetanelementofeveryone.

We re not afraid to fail - we celebrate it - learning how not to do it - justrecognising that ifwe dont have a goalwe celebratewhatever stopped us fromgettingtheresothatwhenwegettoplanningwe'velearntbetterhowtogetthere

FiringCETeam

7employees-Theteamwasrunningatalossasitdidn'thaveapurposeoutsideofelectiontime.Difficulttokeeptheteamgoing.Misstillinconversationwiththem.Twoofthemareapplyingfortheneweducationleadtheorgislookingfor

Example of self-organisation

So over the summers the RA team, they met with various partners NGOsstakeholdersand justasked themwhat theyneeded,whatwasmissingandhowwecouldbestworkwiththem.Weneedresourcesweneedmoregames. TheRApreparedthetemplate-whatdowewant toknowandhowdowe findout.Findout what do we need to know to work with these big partners big reach andalmuniandwhatwould theywant fromus forus to accredit theiryoung peopleandtheotherstaffsupportedwithit

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Interview4

Participant Peter–OrganisationD

Self-ManagingVolunteerTeams

Wehavenostaffmembersorganisingtheevent.Wedevolveahugeamountofourworkload.Theyarepart of a team like amanagement structure for that particular event. They have a committee, theymeetsocially.with theguidelines local teamsdoasmuchas theycanandweprovidebestpractice.Lots of facilitation but some instruction. So for themost partwe are a facilitator and enabler thatallowsthemtoservetheircommunityandgetbenefitsourofitthemselves.ItsalmostasifallofHQis there for them to be the best they can be and protect them from problems community hasalready learnt from.

Motivation

"Runnerscomebecauseitsfreeandeasyandtheydoitonce,twice,threetimesandeventuallytheystartto realiseactuallythisismuchmorethanaphysicalactivityandtheystart tobuild abond andthatbondis...there is very littlethatwedo toperpetuate thatbond - its because of thenaturalethos ofwhat we stand for and how we operate. So all our processes and procedures are aroundrespecting people, giving them the right todowhat theywant to do, never criticise,making itreallyeasyforthemtodoitanditbuildsanaturalbond.AndthenpeoplerealisethatacutallythisisawonderfulthinghowcanIgivesomethingback?andtheybecomeavolunteer."In termsofstartingaCREvent"veryseldomdowegoandpitchaparkrun,wewaitforthemtocometous.Theprincipleis'weonlyeverhaveaparkrunwherethecommunitywantsone'andthecommunityisafactorofalotofdifferent things: people, land owner, council, running organisations - that community has to say theywantonebeforetheyactionit"Thenaspartof the initiationprocess, therearecertainpre-requisitestheyhavetosatisfyforexample:"(i)permissionforusingtheland(ii)mustbefree(iii)youhaveatleast10peopleonyour teamandallof thesepeopleneedtoreadandagreetooureventcharter."Can'tbestartedunless its community-driven, is organised bya teamnot an individual and that team alignswith the purpose and values of the organisationThepeoplewhogravitate towardsitare thepeoplemostlikelytoserveandwanttobepartofit.Itsaself-fulfillingprophecythatworksveryverywell.

Communication -Intranet -Information theright tech formanagement andcollab - tools theyneed to be self-sufficient

WhenItalkaboutmakingsurethatthewholeorganisationsmarchinthesamestepitisnotaveryonerous thingbutbasicallyeverythingispublishedonour intranet. slack isourcurrent collaborativetool.Thereisalsoalotofsocialmediatoolsthatweuse.WithintheUKthereare500events, foreveryoneofthemthereisaFBandatwitterfeed,AndthenfromtheUKthereisalsoanumberofcollaborativeFBpages-onefortheambassadors,anotherfortourists(acommunitywhogofromeventtoeventovertheworld)-therearenumerouscollaborativetoolsusedinaforumtype-wedonottakeamoderatingrolehere.OnemoreTool:WebFMX:Ioriginallybuiltatoolcalledfieldmanagementsystem.Were-wroteitaround2yearsagoanditisnowaweb-basedtool.Thesepeoplehavefullaccesstoeverythingaroundvolunteers - set up give passwords email them andwhole team - create a volunteer schedule identifypeople who volunteer vs those who dont - everyone gets recorded in the system. one of our mostimportanttoolsandakeydifferentiatorforanorglikeus.Thattooltogetherwithourwikiandfbandstufflike thatiswhatallows themtodo theirjobs.AlldataisstoredatHQlevel-analystsandsafeguarding and anumber ofother roles that are not replicated at country level. They call on thesespecialiststoprovidelocalofficeswiththedatatheymightneed.Examplewewanttowritetoallwomanover 40 that have done at least 5 PR in Australia Data is centralised but accessible reporting isdecentralised

SharedPurpose EventCharter:Thisisthethingwecanholdthemtoaccount.

Responsibility -Freedom -Boundaries

Itgoesbacktothebeginning.Itgoesbacktoaveryslowandmethodicalthoughtoutprocess. Asaresult what we've been able to do is a combination ofmy will and desire to not over manageanything, my will and desire to allow people to be responsible for what they do and whensomebodytakestheirresponsibilitytoofartodealwithitinanimmediateandniceandfriendlyway.BoundariesarecreatedatHQ-eachcountryhassomescopetoadjustthosebutthewholeethosandprinciplescomefromthecentrebuttheneachcountrywilllookattheirownsituation

Structure throughshared purpose,ethos that builds acommon identityandguidelines

"Myviewrightfromthewordgowasthattheonlywaytodothatistobeveryclearontheprinciplesandethos and to be very verbose about the guides.What you'll find is that thereare very fewrules but lots of guides. The rules are the ones that they cant break andhere are very few ofthem." So thatwere you get boundaries with freedom.We get accountability and let them useinitiativebutsoftlyencolsethatsotheydontoverstepthemark.Rememberthattheyaretryingtomakethingseasyforteams -volunteers - savethemtime from learningandbestpracticeGivethemthespacetoadaptandindividualisetotheextenttheywantto.Andwhatwetrytodoismanagethatinthe most kind respectful way that we possibly can but not to ignore it because if you don't havestructure thingswillgo inanydirection. Peoplewant toknowwhat theirboundariesare.Theywillpushagainsttheboundariesandweneedtounderstandwhentopushbackandwhennotto.Andthatsthecomplexthing.

Community

Each CR community is a complete self-sufficient community and that iswhat we are creating.. nosorry..enhancing.Communitiesexistandwe'readdingthisnewelementthatallowscommunitiestobebetteritallowsformorecohesion,itallowspeopletobelesslonely,buildsfriendshipsandsupportstructuresthatgoonthroughoutthewholeweekthatwearenotevenawareof.Howdoesthatwork?Itonlyworksbecauseofthegoodwillofindividuals.

Onboarding

they get introduced facebook forums, they get access to wiki, they can constantly evolve, askquestions, train themselvesandothers in the team - this is theday todaystuff that goes on - theybringnewmemberson theteam theyhave little trainingsessions themselves,theyask for supportfromambassadorstheygetit.Beforetheycanstarttheyhavetogothroughtheseprereqanditsnotjustabouthowtheybuildateam-theyhavetobepartofanexisitngPRon2occasionsandwithatleast one they have to be the team operating it. In addition there is hands on internal training.Probablytheambdoesthetraining-techtrainingforFMSetcThereisaseriesofactivitiesthatbuildsup-usuallydonebythelocalambassadors

Thestaffareveryclose-specificallyineachcountrybutalsobetweenCM.Thereisacountrymanagerforeverycountry.Onceayearweget togetherandhaveaconferenceandspend4-5days together.That is a close-knit thing so there is a lotof collaboration that goesonprivately and officially. Themeetingstoo.Withincountrythestaffhasaveryclose-knitteam.Staffandvolunteersisnormallyverycollaborative.[

ownership of themovement

Yes.It'sanamazingthing.Iamnownotinvolvedday-to-dayandthepointifelticoulddothatiswhenpeopleintheteamfeltliketheyownedtheproduct,projectandmovementmorethanIdid.

Trust

So the trust is an earned trust. it happens over a period of time. It starts with the fact that theintroduction is soft fun engaging and pleasant - almost too true to be real. And then they build astrongerrelationshipandwehelpandassist.

Leadership

Example1:"in2010Iwasrunningthewholeorganisation,thewholeofUKandallotherorgsreportingtomeandthenIdecidedtogiveTomWilliamstheroleoflookingaftertheUKandhehasahugeamounttoofferthatIwasn'tdoing.Iwaslookingatthebigthingsthestrategicthings.Andassoonashecameinhestartedtolookatthelocalorganisation.Thingswehaddoneweregreatbutweren'tperfectandhequicklypickedupon itand started toworkonit.Theoperationalprocesses in theUKareahugewayforwardfromwhenIwasinchargein2010.Andnowhe'screatedprocessesandproceduresthatarenowbestpractice for the rest of theworldand isnow focused of bringing countries up to the same level."Example2:WhenIhiredtheCEOIknewtherewereloadsofthingsthathecoulddothatIcouldn'tdoorthathecoulddobetterthanme-salesandmarketingetc.""Itisathingoftrustandrespect.Itisfirstlyanacknowledgmentthateveryonehassomethingtogive.Andthatveryseldomistherejustonewayofdoingsomething.That itdoesn'talwayshave toberight.Peoplecanmakemistakeandyou should allow them to make mistakes. There should be a way for us to recover from themistake,learnfromitandthatyoudontwantthemrepeated.Noteverybodycanbealeadersomearebetter suited to leadership thanothersbut justbecauseone isgoodat leadershipdoesn'tmeanthatotherswhoarelessableshouldn'talsobeinvolvedinleadership-peoplecanleadintheirownway at their own particular time. I thinkmy view of leadership is also less..not a power thing. Ipersonallyobjecttopeoplewhotranslateleadershipintopower.IworkedintheUSalotandtheorganisationsiworkedin theywere lotsofverycharismatic leadersandoften itwasverypowerfulanddrivenby-youmustdoitmyway.Icanseehowthatworksandbutitalsoshowsthatwhatitdoes isbuildteams thatjustwant to follownot lead.Ibelieve that therearesomanypeopleinthisworldthathavesomethingtogiveallweneedtodoisfindareasonandwaythattheycanexpress that.So thatswhat Ialwayshave triedtodo. Ialsorecognise that thereare [also]someindividuals in this world that are gifted and bring everyone in, let everyone be the best theypossiblycan.Givethemsomeboundariesparametersandguidancebutletpeoplebethebesttheycan be and be innovative. Sometimes innovation - you need to explore it. Sometimes its great andsometimesitsnot.I'vealwaysbeenawarethatthereareloadsthingsIdookandthatothersdobetter.Neverbeenconcernedwithgivingthatup.

Leadership

example:CEOmightengageinaconversationwithanorganisationtopartnerandhecantakethatquitefarbutatsomepointhehastobringitbacktotheboard.Checklistofthingsweneedtoagree-thesegobacktoourprinciples-ifyoucantickoffthathehasn'tchangedourprinciplesthenhecanmoveahead,iftherearesomeprinciplesthathavebeenchallengedthentheboardhaswillhavetoagreewiththosechallenges-at least theyhavetheconversation Embracing the best that people have and lettingthem take itbut also having some checks andbalances. [LDRSHP]HisRole: findpeoplethataremorepeoplecapablethanyou,reallyunderstandtheprinciplesandthenjustempowerthem.

LettingGo

But there is12yearsofme thinking I knewbest - Ibuilt theprocess, technology, and IwasdeeplyinvolvedinalmosteverydecisionsalongthewayandnowIvesaidyoutakeitandyourunwithitandtheydon'thavetoconsultwithmeunlessitsaprincipleandthentheyhavecometotheboardandwegothroughit.Lettinggowasamassivewrenchitstartedin2010whenIhandedovertheUK-ittookme18monthstobesettledwithit.It leftmewithsomedifficultthingsIhadtodealwith-personalstuffandalsoworkingwithstaff.NowI'vedoneitagainandthistimeIreallyextractedmyself.Iwasmorepreparedforit.WhatI'venoticedisthatbringingtheCEOinandseehimworkingwithCOOand the rest of the team - I can see that its not one person its a team -My issuewas that anindividualmightcomeinandfocusonbuildinghisownegoratherthanfocusonwhatisbestforthemovementandiseealotofthathasdisappearednowanditsmorecollaborative.

Reduceinnovation?

Example1:Onebigissuewiththeorganisationofoursizeanditbeingamission-drivenorganisation-peoplegetengagedtheyfallinloveandfeeltheyneedtomakeitbetter.Wedon'twantthemtomakeitbetterwewanttokeepitsimple.Example2:Letsmarketthisneweventanddrivemoredemand-nomarketingforthefirst6monthsandletitgroworganicallyandhereyoulearn-youmakemistakesbuttheyhaveasmallerimpactinthisway.Peoplewentbehindourbackmakepostersnotusebrand-thebrandistheretoshowwearekindgentleeasysimplewonderfullyfriendlybutwhenpeopledoitforthemselvesyoucantprotectthesethings.Forthatweproducedbrandguidelinesandmadesurevolunteerknowthatiftheyusethingstheycandosoappropriately.Andtheyproducedanapplicationforthemtocreatepostersetcbuttheyarebasedontemplatesweprepared.

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Appendix7–ExcerptsfromParticipantObservationFieldNotes

Thursday1stSeptember9.15amDukeStreetOfficeJ,SandMwerealreadyattheoffice.JandSweretalkingonthecushionsandMwasonhis laptop intheco-workingroom- theywerewaiting forK.WhenKarrivedSandMwerediscussingthenewstructurehedrewontheboard.Mthenintroducedtheagendaofwhathe'dliketheteamtodiscuss:1.GprogramthatMwasgoing throughwithAshoka2.VisionandKeychanges thatneedtohappen in thesystemforthemtoreachtheirvision3.Buildoutaloose5yearstrategy.M asked ifwe should do the beginning of themeeting in the park opposite the road.Everyonelovedtheidea. I introducedtheGAcceleratorProgramthatMispartofandonthekindofstrategyheneeds toprepareaspartof theprocess.ThereasonwhyMaskedmetodothiswastosharewiththeteamthethinkingbehindtheprocessandthestrategyhehastocreatesothattheycanbepartofit.ThiswasmainlymespeakingandS,JandKaskingquestionstoclarify.Kwaslisteningbuthadoneearphoneinhisear.MwouldalwayschecktomakesureK’sattentionwasstillthere.WewereallsittingonabigbenchandJwassittingonthefloorinfrontofthebench.Jaskedthemostquestionswiththelastonebeing‘Whatcanwedotohelp?’HereMsaidwe’llstartwiththeplansfortodaybutthentheremaybeotherpartsofthestrategyprepthattheteamcouldbeinvolved in and J could especially be available to help him prepare for the event inNovember.We thenwent back into the office to discuss the overall vision of the organisation intermsofsystemicchange.ThiswasareallycollaborativeprocessinwhichMdidnotinany way try to define it before they discussed together what it is that they want toachieve.Hedidn’t update themonwhatwediscussed together onTuesday andwentthrough theprocesswith them from thebeginning.Whenasked,hesaidreallywantedthistobeacollectiveproductinhopesthatitsownership/responsibilityisshared. Itwasan open discussionwhere everyone shared their views in terms of the ultimate goaltheyfeeltheyareworkingtowards.Everyonewithintheteamcontributed-therewasno hesitation in showing disagreement - this actually helped towards refining thearticulation of their vision. They very much fed off each other. There was a respecttowardseachother'sviewsandwhatdroveanydecisionwasalwaystheideaofgettingtowardsasharedunderstandingofwhatitistheyultimatelywanttoachieve.The vision was written and re-written around 7 times before they all agreed: XXempowerandengageagenerationofyoungcitizenstoleadchangeinsociety.Theythenwentontolistingthekeystepsneededinthesystemforthemtogetthere-again thiswasavery similarprocess.M ledbothbrainstorming sessions in the sensethathewastheonestandingneartheboardandtryingtowritedowntheideas.Butitwasstillverymuchateamdiscussion.Youcanalsotellthattheteamdidn'tholdbackindisagreeingorchallenginguntileveryonewashappywith theoutcome.Forexample Jdidn’t agree with saying the change needed in the media was towards responsiblereportinginthesensethatitmightleadtocensorship.Kwassayingthatwhathewentwith responsible is that journalists need to be clear when they are sharing facts oropinions.Salsotooktheroleoftryingtotimekeepsothattheteamstayontrack.

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Sproposedtouseatablethatsplitthestrategyintodifferentagegroupsoftheyoungpersonandthenarowforeachyear.Kthenproposedaddingalastonewiththeoveralllearningtheyplantoachievethatmaygoacrosstheagegroups.They thenwenton todiscuss their5yearstrategy. Theymovedspace for thisandMaskedwho elsewants to lead the discussion. J took the lead and stood up. I couldbewrongbutmyinterpretationisthathewassortoflookingtothemforpermissionintermsofwhathewrites.Thiswas also verymuch a team contribution in terms ofwhat thebroader strategy for their 5 years is and very much linked to the previousconversations.When askedM said hewas really happywith the fact that everyone contributed to thesessionandwaspresentandfocused.Hesaidthathefeltaweightliftoffhisshouldersinterms of the fact that the responsibility wasn't just his anymore and that it was acollectivelyownedvisionthatverymuchcamefromeveryone.The next day he wanted to use the other strategy session to set out the overallobjectivesfortheyear[theyarejuststartingyear2]andthentheteamscangoaheadandtake the 'how' forwardthemselves.Theyalsowantedtosetaprocess in termsofwhattorecordandwhattocommunicatesothatifmistakesorsuccesseshappentheycanunderstandwherethingsgowrongandfixorcelebrateandrecordsuccesses.SthentookoverintermsofwritingthingsouttosharewithGAdvisoryteamsassheisstrongestintermsofputtingsomethingclearlyandorganisedonpaper.Friday2ndSeptember10:30amDukeStreetOfficeI arrivedat the same timeasM -wewalked in together and foundS there in the co-workingspace.Eachworkedontheirowntasks.Mmovedtowriteontheboardhowtocommunicate theoverall strategyaswhat S sentM in themorningwas toobroad.Atfirst he seemed to try question how this can be more easily explained and S said itdependshowmuchyouwantsaidatonce.ThenMsaidmaybeitismoreconstructiveifItryfirstsinceIhaveitinmyheadandthenyoucanalterandamendandimprove.Mthenleftformeetingwithapotentialpartner.Ileftforapersonalerrandat11.30amandarrivedbackat1.30pmjustintimefortheinterviewwiththepotentialnewdigitallead-L.IintroducedmyselftoLandthenatureofmypresenceandtoldhimthatIhavebeenobservingthe teambut fullyrespect ifheprefers tonothavemeobserve -he isfreetosaysowithoutneedforanyreason.Hesaidhecompletelydidn’tmindhavingmearound.MwaslatesoSandKstartedwithouthim.TheyallsatroundthetableinthecoworkingspaceandIsatonthefloorinthecornersothattheycanforgetIwasthere.Mand teamthought thatLwilldefinitelybeable to join justnot full-time.Theywerelookingforsomeoneto leadthedigitalstrategywiththatsortof levelofexperience.Stookthe lead for the interview.Lstraightawaytold themthathewillbeworking9-5withhiscurrent jobat least tillMarchas therearesomeprojectshe is implementing.Thiscaughtthembysurpriseastheywerebankingonhim.Saskedquestionsabouthisavailability andwhat he sees as a possibility in terms of them stillworking together.Thisbecame the focusof the conversation.WhenMarrivedhewas also shockedandexpressedhewas angry they keepmissingL. L saidhe canbe around for light touchadvisoryworktillMarch.SthankedLforhistimeandsaidtheyneedtothinkabouthowitcanworkandgetbacktohim.

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When L left, the team were left a bit speechless. They were saying firstly how theyshouldn’thavebankedonhimandlookedatotheroptions just incase.Msaidhewasangryathimselffornotknowingbetter.S,KandMdiscussedwhetherthereisanythingtheycandotoworkwithhimstill.Howevereveniftheydidfindanarrangementwherehe coulddoa fewhoursaweekadvisory they still need someoneelseasdigital lead.Theyhave2socialmediaapprenticesstartingonMondayhencethefeelingofstresstofind someoneora solutionquickly. [40]Soallofthemoodintheroomchanged.It feltheavy.Mseemedangryandconsumedinthought.Inthemeantime,Jwalkedinfromameetingastheteamwasmeanttohaveastrategymeeting. M asked if everyonewas ready for themeeting. Jmentioned that he had toprepareabriefonthe5yearstrategyforanawardtheywerepitchingMforandhehadtosendinthebriefby4pm.Itwasaround3pm.HeplannedtodoitwithSandthentheycan all get onto the Year 2 strategymeeting. M and K wanted to know if they wereneeded. A conversation then happenedwhere theywere trying to understandwhy itwasso lastminute. Jwastoldabout itonThursdaybyBfromthePRagency.MsaidJcouldhavewrittenitfirstbasedonthediscussionofThursdayweretheylaidoutthe5year strategy. J said hewas right but he also knew he’dmanage it with S after a 10minutediscussion.KandMthenhelpedJwithsomekeywordsandcontentandthenSand J finished the brief. In themeantimeK andMprepared the role specifications toshare on Monday, made a list of key targeted platforms to share it on. M startedcontacting peoplewhomay be interested/knowpeoplewhowould be. [41]Mseemedlikehewasinaverybadmood.Mwenttogetacoffeeandsaidheneededsomeair. InthemeantimeJleftforaneventandSfinishedoffsomework.KandIgottodiscussingthestrategy for16-24yearoldsas Iwasnot sure Iunderstood their5yearoutcome.Thisgotusdiscussingthattheoutcomewasactuallyeffectiveparticipationbasedonthefactthatformalparticipationthroughvotingisnotenoughforyouthtobemeaningfullyengaged in politics. Informal participation needed to be used and then valued bydecisionmakers.Mcamebackand joinedtheconversationasKspokeabout theultimateoutcomeandhowthestrategytogettherewasactuallyabehaviourchangestrategy[safespacesoffandonline forpolitics] andone focusedonbreakingdownsystematic/policybarriersfor effective engagement. This gotM distracted and theymoved to talking about thestrategy for year 2 in more detail. This conversation was based on the outcomesdiscussed on Thursday. K lead the meeting here as they discussed what needed tohappen and who was to lead between the education team, the digital team and theresearchteam.Theythenalsosetthekeygoalsofthecoreteamfortheyear.Thiswasacollaborative processwhereK took the lead based on his researchwith the researchteam.StooknotesatthesametimewhileKwroteontheboard.Themoodwaslightandfriendly but focused. They laughed and joked in between discussions. K and M keptteasingSabouthowtherewerenoworkingboardmarkers.OncedoneMseemedinamuchbettermood.HesaidthankyoutoKandMforcontinuingwiththemeetingeventhoughhewasinsuchafoulmoodandthatheisgratefultohaveateamthatkeephimincheckandchallengehisreactions.[42]Theythenmovedontotalkingabouthowtobestcommunicatetheoverallstrategy.Msaidhedidn’twanttodistinguishbetweenadigitalandeducationstrategybutinsteadcallitanengagementstrategy.ItoldhimthatIstillcalledita2-prongedstrategyinmynotes however the 2 strategies were split by education (shift in curriculum) andapplication(16-24yrolds)asthat'swherethestrategyseemeddifferent.Magreedandtheyshiftedtheapproach.Overalltheteamagreedontheshiftandtheydecidedtocalltheeducationone 'political/citizenshipeducation'and thesecond 'rebrandpolitics' inline with the behaviour change and breaking policy barriers discussed earlier. This

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madethestrategyclearerandwayeasiertoarticulate.Itwasmucheasierandquickernowforanexternalpartytounderstand.Theteamthenfullyrelaxedandstartedtalkingabouttheirweekendplans.MgaveStwohugsandkeptthankingherforallhersupport.Salsomentionedhowtheywillimproveintermsofwhattoprioritiseandfilterouthismessages.Shereferredtothisasgrowingpainsastheteamredefineditselfandhowitwillworktogether.