Introduction
I have been reflecting a bit on the idea of followers, management, leadership and becoming an agent of social change. As a leadership teacher with over 10 years of classroom experience, I have come to the conclusion that metaphors and stories are the most effective teaching and learning tools we have access to. Over the years, I have used many different metaphors to capture the spirit, essence, and logic of leadership as a tool and process for generating sustainable social change. In fact, I have learned that nothing clarifies and speaks like a good metaphor. The main objective of this article is to frame the concepts of monitoring, management, leadership and social change agency within a context that makes sense and can be transferred and applied on an individual level, but also within a teaching and learning environment.
A metaphor: to paint or not to paint
Like any good metaphor, it is simple at first glance, but upon further investigation it becomes easily problematized or complicated. For a moment … let’s think about the painting. The art of painting will frame our metaphor. Our human levels of analysis and key connections through the preference for painting are as follows:
• The Follower: As a painter, the follower is more comfortable finding, organizing, and maintaining painting resources, supporting the artist, and ensuring that both the gallery and studio are in order. In fact, Sivers (2010) suggests that the first follower is perhaps the most important ingredient in a movement or cause. The first follower turns a lone madman into a leader.
• The manager: As a painter, the manager is more comfortable with painting by numbers and seeks to manage change, operationalize the vision and is process oriented. In this interpretation there is still room for creativity, but it is important that the correct default color is chosen, but some predetermined system or thinking and that the painting stays within the lines.
• The Leader: As a painter, the leader prefers a blank canvas and seeks to inspire transformation, determine and clarify vision, and develop people. Indeed, the leading painter enjoys the freedom and creativity to choose the type of paint to use, to mix colors of his own vision and need, and to orient the landscape of his masterpiece so that others can see himself. themselves.
• The agent of social change: As a painter, the agent of social change is markedly different from others and relies on his ability to articulate a clear vision focused on unexplored territory, to ask informed and inspired questions, to work silently with patience and persistence. to break free from established structures, systems and processes, and to cross interdisciplinary boundaries connecting the seemingly disparate (Bornstein, 2003). In fact, many times the agent of social change is not known for his paintings. They are known for creating new media and media.
Parting thoughts
The most imperative thing to remember is that none of these juxtapositions and descriptions is intended to be based on a position or title within an organization. For me, this metaphor focuses on the mentality of an individual when he is in the space in which he feels most comfortable. Depending on the activity, objective, content, process or field, each of us as individuals could fall into each of these different categories (follower, manager, leader, social change agent) according to our interest, skill and passion. The real question that each of us must ask, specifically if we have never dabbled in the approach to art as an agent of social change, is: “What do I care enough to do something in this world?” Once you realize this, articulate your position as an agent of social change!
References
Bornstein, D. (2003). How to change the world: social entrepreneurs and the power of new ideas. Oxford: Oxford University Press.
Sivers, D. (2010). How to start a movement. Retrieved from https://www.ted.com/talks/derek_sivers_how_to_start_a_movement?language=en
