A633.9.3.RB - Polyarchy Reflections

The oligarchy  management techniques used in business today have become outdated. The king and queen style rule of oligarchy  is an effective management technique for uncomplicated tasks with uneducated cave men. This technique doesn’t work with employees who are continuously growing smarter.

            The biggest update with CAL is the ability to challenge leadership(Obolensky,2014). Challenging leadership to me is asking the hard questions to managers. Challenging upwards is always an intimidating task because the upper management are the ones effecting your pay. Challenging the ideas of those who effect your pay was never a good idea in oligarchy. With CAL, challenging is supposed to be done, not avoided(Obolensky,2014). Challenging anyone, superior or other employees, has to be in a specific non-demeaning way.

            Followership is the other most important thing about CAL to me(Obolensky,2014). The roll of management and upper tier management has not been a goal of mine. I have always wondered where my place was in the hierarchical chain. I now understand that you don’t have to be upper tier management to be a leader, with level 5 followership I can be a leader in any position I am placed in(Obolensky,2014). The level 5 followership is leadership under a manager(Obolensky,2014)r. An employee doesn’t need a title or position to have leadership(Obolensky,2014).

            Over the next 3 years, I want to achieve a better understanding and control of my emotions. I need to leave my emotions at the door. This can be done by reflecting on my past mistakes and getting a business coach. A coach can put me into situations that will challenge me and help me control my emotions.

            I also want to support my company in putting together a training development course for inspection. In the 70-20-10 outlook I want to dedicate 20% of my time to developing this course(Obolensky,2014). I will work hand in hand in furthering the depth, the course along with what goes into the courses. I want to dedicate 10% of my time to personal/educational development, reading and education.

           

References

Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty. Farnham: Gower.