This chapter jumped out to me for a few reasons. The first major thing that lept off the page at me was that anyone can be an agent for change. You don't have to be the president or a leader of an astute corporation or group. It could be a five year old who sees something that is lacking in the community. I think people often assume that if you are not in a position of legitimate power than you cannot make a difference. This chapter points out that as long as you see a need for change, you have a mission to accomplish that change, and you follow the seven c's of the social change model that you have the makings to start effective change.
The second thing that I would like to stress is how an individual, no matter how passionate and enthusiastic about change, can only go so far. In order for to achieve the greatest potential for change it must be focused around a group effort. Not only does this help diversify and freshen ideas, but it also allows for a sounding board to gather ideas from and to bounce ideas off of.
I think in a group setting there is also times for leading and times for following. Sometimes one's ideals and efforts can only go so far as a leading force. However difficult it may be letting go of the reigns, it is necessary sometimes to let others take the lead. If one is so steadfast in being a leader it can lead to group conflicts that end up hindering the group. Also, leading takes on different appearances depending on what is necessary. Sometimes coercive power is indeed the kind of power that has to be implemented to get things rolling. In some circumstances referent power works better. It all depends on the situation as does knowing when to lead and when to follow.
The second to last idea I really like in being a change agent is taking small steps at a time. In most situations one's figurative muscles are not developed enough to make a giant leap into the waters of change ( ha cheesy much ). Although it is hard to see changes in the small steps, they are the most beneficial in building the foundation for change. As one of my brothers mentioned in his blog, "it takes time to implement change." Just because you dont see immediate results doesn't mean your plan for change isn't working. Sometimes a bunch of small steps that take a while to produce results end up making the biggest difference. When you add little factors they will add up overtime and create lasting change.
Anyways, those were just some ideas that came to me while reading.
Dueces sideways,
Coz
I hope everyone in this chapter realizes that it doesn't have to be cabinet or a committee chair that creates change. They all have that ability and the support to branch out. Look at Greek Week, Red Bull and rivalry run. Chairs may have helped (esp in RR), but it was the brothers who made these events successful.
ReplyDeleteI also really like your point you made about there is a time to lead and follow. There are a lot of "leaders" i know who don't quite get this...and honestly it just hinders their organization and followers from achieving their potential.
I love what you said about people who have legitimate power are not the only ones who can lead. I truly believe that is something a lot of people forget about. Just cause someone wears the crown (metaphorically speaking of course) doesn't mean you should not assume a leadership role. Excellent point!!! (yes Josh I put 3 exclamation points!)
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