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Title: Clear Leadership
Author(s): Gervase R. Bushe. Publisher: Davies-Black, 2001, 250 pages. Manageris 97a. High-quality interpersonal relationships are more important than ever to organizational efficiency. In a context where decision-making in increasingly shared, where everyone is expected to take initiative, and where teamwork plays a predominant role, the ability to communicate clearly is essential. Clear Leadership nevertheless observes that few organizations possess this ability to a sufficient degree, as demonstrated by how often things go awry as a result of misunderstandings. The author recommends concrete methods to resolve these problems. Main subject [Dialogue] |
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Clear Leadership describes the difficulties of interpersonal communication, particularly in context of leadership. Chock full of little stories that will ring familiar to readers, this book reads like a novel. It also provides numerous practical exercises to help readers improve the clarity of their communication.
Part one is basically designed to make readers aware of the importance of clarity in interpersonal communication. It also demonstrates how confusion can threaten the efficiency of an organization. In particular, it develops upon the role that leaders play in resolving or aggravating misunderstandings.
Differences in subjective perceptions, which cause most misunderstandings, are described in chapter 3. The author explains the complex process by which we shape our own perception of reality, through our observations, thoughts, feelings and desires.
The heart of the book is in part two, whose four chapters present the four keys to clear communication, i.e. the aware self, the descriptive self, the curious self and the appreciative self. Each of these sets of behavior is analyzed in detail and illustrated with many examples and stories. The author also provides many practical exercises to learn these skills. Although it is relatively easy to agree with the principles laid out in the book, readers will note that the best way to really learn them is to perform these exercises systematically.
It is not easy to put these concepts to practical use. Part three offers concrete tips on how to get organizations to develop qualities that are crucial to constructive communication. The specific question of decision-making processes and meetings is discussed in chapter 9. Chapter 10 focuses on the need to become aware of the obstacles to communication in order to surmount them.
Finally, the concept of the learning conversation is developed in great detail throughout part three. Readers will learn how to use this technique effectively to resolve situations where communication is blocked.
Critical commentary…
By Michael Brimm,
Professor of Organizational Behavior at INSEAD.
Most leaders have experienced the difficulty of creating an organizational environment where individuals can and will speak openly. There is a significant human and organizational cost associated with lost ideas, misunderstandings and the inability to confront issues constructively. This is the dilemma that Gervase Bushe attempts to resolve in this book. Referring to the lack of open, clear communication as “interpersonal mush,” he offers suggestions on eliminating this problem based upon concrete examples. The quality of the ideas are excellent, as they are drawn from the groundbreaking work of Chris Argyris, Don Schon, Peter Senge and Howard Gardner. The ideas of the “left and right column” or “ladders of inference” find application here to the daily life of managers in organizational settings. Gardner’s notion of stories put to practical use. Bushe translates these concepts into four qualities which provide a concrete basis for individual action (Self-awareness, Descriptiveness, Curiosity and Appreciation.)
However, Bushe has taken on a most difficult task. Discussions of communication and honesty run the risk of creating “touchy–feely” jargon that many managers, particularly Europeans, find difficult to digest. The author falls into this trap from the outset with discussions of interpersonal “mush” and being “real.” (The similarity of the author’s name and that of a certain politician currently in the limelight may cause readers to be even more sensitive to this type of jargon.)
A more significant issue may be the author’s failure to consider more the effects of position and power differentials that occur in hierarchical organizations. The behavioral recipes for clearer goal setting discussions, better meeting management, etc., provide useful training to increase the quality of interpersonal communication in the organization. However, the realities of power and having “control over people’s fates" pose significant roadblocks to generating open communication with subordinates despite the good intentions of the leader. Particularly in settings where there has been a history of mistrust, leaders will require a large dose of patience to apply the ideas of this book.
Clear Leadership provides an easy entry into the complex issues surrounding communication and openness in organizations. Through sample dialogues and exercises, the author shows the path to his concept of “clear leadership”. Those who wish to explore these ideas further would be well advised to read the works cited in the footnote for a deeper understanding of the underlying concepts.
Further readings…
- Overcoming Organizational Defenses
Chris Argyris – Allyn and Bacon.
(Book and Manageris synopsis 11a) - Emotional Intelligence at Work
Hendrie Weisinger – Jossey-Bass.
(Book and Manageris synopsis 61b) - Emotional Intelligence
Daniel Goleman – Bantam Books
(Book and Manageris synopsis 52a) - Flawed Advice and the
Management Trap
Chris Argyris – Oxford University Press.
(Book and Manageris synopsis 87b)
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