To seek: search for, attempt to find something.
Seeker: as in ‘a tenacious seeker of the truth’ or ‘a tireless seeker of justice’
Seeking is very different to conventional management.
Conventional management constantly defines up front the ‘what’ and the ‘how’…and then toils to achieve the espoused ‘strategy/ plan/ target operating model…blah, blah, blah’ through pulling levers of (supposed) control.
It is about:
- being (seen to be) certain of yourself;
- having ‘an opinion’ and knowing ‘the answer’;
- retaining confidence (at least outwardly); and
- forcing through the barriers in your way (rather than contemplating why they are there).
Their drive is to be able to assert (whether through fear or power…or a combination of both) that they have conquered what they defined up front….and then repeat the (single-feedback) loop….and on and on.
A seeker has a deep-rooted resolve, but doesn’t know where they will be going – and is okay with this. Their journey will be ever changing (dynamic). Note the use of the words tenacious and tireless in the definitions above.
Their drive is to explore what is before them, whilst always seeking their ‘true north’. This will lead them on many collaborative adventures, much learning and growth and a constantly regenerating desire. They will continually question, and change, themselves (double-loop).
A purpose-seeking organisation
I love this phrase. For me, it says so much.
Breaking it down into its parts:
- Purpose: a clear, meaningful, ongoing endeavour – for the fundamental reason why our system should exist (which will never be ‘to make money’);
- Seeking: as above. Not a destination, but an ongoing quest;
- Organisation: everyone, joined together. About how we all interact, not how we act taken separately.
A purpose-seeking organisation can do amazing things (that others wouldn’t dare put into a plan) and can sustain and reinvent itself. It will possess that most treasured of desirable system properties – self-organisation.
There is a gulf between conventional and purpose-seeking organisations…and much to do to bridge the gap.
But the first step is for those ‘in positions of power’ to see the gap. You can then question why it exists. If you rush into changing something before you have properly seen and questioned, then you will remain stuck in the same conventional loop.
Are you a seeker?
This short post comes about from re-reading my notes on ‘Organisational Learning’ (Chris Argyris).
I recognise that it might be a bit philosophical (bullshit?) for some. I have a couple of follow-up posts in mind that are perhaps a bit more practical 🙂