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TThis is your IdeaShape newsletter, May 2003,
with ideas on leadership and life for executives, managers,
consultants, and executive coaches.
By Pam Fox Rollin, IdeaShape Coaching & Consulting
http://www.ideashape.com

Contents
A. Big Idea
B. Action Challenge
C. Resources
D. Note from Pam

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Two terrific colleagues are leading an innovative Enneagram workshop
June 6-7 in Palo Alto, CA. I'll see you there. Sign up now at:
http://www.moreaboutyou.com/programs.htm
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A. Big Idea: You create it as you call it

Abracadabra
Aramaic for "I create as I speak"

"All leaders are language leaders."
--Laskow and Lahey

Speaking is fundamentally generative: we create possibilities for ourselves
and others. Through language, we define what is real for us.
We thereby define the field of action for ourselves and our organizations.

A growing discourse across philosophy, biology, sociology, and physics
describes the subjectivity at the core of our experience... not merely
variations in how individuals perceive their experience, but the
centrality of our personal/cultural distinctions in creating experience
and meaning.

I believe the power of language is a vastly undertapped resource for
business leaders. Yes, we talk all day. But how consciously are
we defining reality and thereby creating opportunity?

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B. Action Challenge: How powerfully are you using language?

1. How do you frame your experiences?
When Bush decried an "axis of evil" he did more than describe the world
as he sees it... he spoke into being a simple/simplistic way of looking at
imperatives for security in frighteningly complex world. This frame instantly
shaped a field for action, with dramatic consequences.

In business, we use metaphor constantly and often unconsciously to frame,
and thereby create, understanding of what's important, what's possible, and
what must be done. Framing can be subtle... "I want to hear opposing
views on this"; "We need to divide and conquer"; "How can we reel in
our top prospects?"

My experience as a coach and facilitator is that these metaphors are
tremendously influential in shaping reality for both speakers and listeners.
As you become more aware of the framing inherent in your speech,
you gain access to your implicit view of the situation. And you gain
opportunity to view things differently.

2. What stories do you tell?
As much as I insist I prefer a few focused bullet points to any sort
of narrative, stories are what I remember and repeat. Decades
of org psych research demonstrates that stories are deeply influential
in defining organizational culture -- what's important, how we do
things around here, when and how to skirt the rules.

If you want to shift beliefs in your organization, consider finding
or creating a story.

3. How powerful are the interpretations you choose?
Every view of something is an interpretation. We interpret good/bad,
hopeful/scary, wise/foolish, etc. against a backdrop of cultural belief and
personal history. We know this. And we forget it, daily.

Infinite interpretations are available for every situation. We usually assume
that the first interpretation our minds kick out is an accurate description
of what's really going on. And, as soon as we speak to that description,
that IS what's going on, at least for us.

Since you've got to choose some interpretations for your experiences,
you might as well choose powerful ones. I'd define a powerful interpretation
as one that enables you to take wise action.

4. How do you create new understanding with others?
How often do you go to meetings where no new thoughts are created?
(Not just disseminated, but created.) What would it mean for you to
develop extraordinary skill at helping your teams generate new understanding?
Perspectives and tools from the field of dialogue can help
(see Resources, below).

As Isaacs points out, leaders are working too hard. Rather than
initiating and driving, we'd do better to create the conversational context for
bringing forth productive things already wanting to happen.

5. How are you defining yourself with language?
The most influential conversations are those we have with ourselves.
What you say about yourself -- if only to yourself -- powerfully shapes
your own sense of possibilities. Again, we know this, and we forget.
A first step toward aligning our speech with our intentions is simply
to become more aware of what we're saying inwardly and outwardly
about ourselves. Models such as the Enneagram can help us take
a further step in recognizing patterns to our self-creation and inviting
us to loosen our grip on rigid definitions of who we are and what
we're capable of being.

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C. Resources

"Dialogue and the Art of Thinking Together"
by William Isaacs, 1999
-- Intense yet accessible introduction to theory and practice
how we can think more powerfully together. Whenever I dive
back into this book I'm deeply moved and reminded of
something useful.

"How the Way We Talk Can Change the Way We Work"
by Robert Kegan and Lisa Laskow Lahey, 2001
-- Powerful book that could radically change how you think
about complaints, assumptions, and agreements. Ideal for
people who lead teams or consult to them.

"Being, Thinking, and Acting: Blending Approaches to
Individual Transformation in Organization Change" by Jeff Dooley, 1996
http://searchpdf.adobe.com/proxies/1/94/46/97.html
-- Articulate paper that covers substantial ground in
examining how the challenges of change efforts have roots in
the identities we create through language.

Speech Acts and Self Creation, by Hal Morris
http://www.earlyrepublic.net/essays/SpeechActs.htm
--Brief, provocative essay proposing that humans may flip a
"leadership/creativity switch" through bold speech.

Much more is available on this topic from the literature of linguistics,
philosophy, psychology, and spiritual traditions. See especially materials
on self-talk, speech acts, Enneagram, NLP, prophecy, storytelling,
postmodern philosophy, and dialogue.

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D. Note from Pam

I am intrigued by two related paradoxes:

- The more clearly I articulate what I intend to create, the more easily
it happens. Yet the more closely I hold to the definitions of myself
and others that underlie my intentions, the less available I feel for new
and important insights/actions/results to emerge. It's a question of
seeing clearly and holding loosely at the same time.
To me, this is one of the downsides of niching, which we consultants
are continually being advised to embrace.

- The same thinkers who describe how we create through language also
highlight the difficulty of reflecting-in-action, the fragmentary nature of our
understanding, and the unpredictability of effects of our actions.
So where are the leverage points for creating more intentionally?

I'm chewing on these. I'd love to hear if these -- or other paradoxes --
are intriguing you.

On another note, thank you for your appreciative emails on
our April newsletter, which highlighted the value of slowing down.
I am hearing a deep longing to connect meaningfully with our selves,
loved ones, and colleagues in this time of hundred-email days and
70-hour work weeks.

You receive this email every month or so with ideas and resources
you can use to shape your success. Some of these ideas may
strike you as obvious... I invite you to step back and look at
how this is actually working in your life. Others may seem
far out... I invite you to consider how much choice you
actually have. If you'd like to get in touch about any of this,
please email me. I'd love to hear your thoughts.

Warm regards,
Pam

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