A theory on theories.
This might be the most challenging discussion post I have encountered in this program, but it has brought to the surface many of the theories that seemed foreign to me just one year ago. Five theories in particular that have stood out as I work to solve the rural housing crisis (in Charles City, specifically) include Barry Johnson’s polarity management (1996), Thomas Erikson’s color theory (2019), Heifetz, Grashow, and Linsky’s theory of adaptive leadership (2009), Dugan’s complex leadership theory (2017), and Brene Brown’s theory on wholeheartedness (2018).
Although they come from five different texts (and authors) and span publication dates of 23 years, these theories work nicely together to support a comprehensive and multi-faceted approach to the rural housing crisis. For example, Brene Brown said, "The greatest challenge in developing brave leaders is helping them acknowledge and answer their personal call to courage.” (2018, p. 271). In alignment with that, Erikson (2019) details the importance of not only knowing oneself but the person one is leading. By validating all types of people (or colors in his text), he validates Brown’s theory of wholeheartedness. Continuing this study of complexity in personality and personnel management, Johnson (1996) dives deeper into the idea that we exist in a constantly shifting polarity. By better understanding our team's polarity map, we can lead them more effectively.
In further support of this vein of thought, Dugan writes about complex leadership, where he explains that we must “work to integrate the results of adaptive leadership throughout the bureaucratic superstructure” (2017, p. 281). Lastly, Heifetz et al. said, “Adaptive executives and operations folks understand that their most vital responsibility is getting the right people in the right roles doing the right job” (2009, p. 104). Every one of these books, theories, authors, and supporting text aligns with the idea that we must not only bring our whole selves to work but also create space for employees and team members to do the same. As more complex personalities (and talents) emerge in this space of trust, we can utilize polarity management and adaptive leadership to best use our people.
These have informed my approach to solving the rural housing crisis in a few ways. One, I have learned that I need to bring my whole self to this effort. I cannot single out the best of me and leave the rest behind; this is a long-term project that requires emotional and physical commitment. Further, I need to be welcoming of the team’s wholeheartedness. This has not been a clean, easy, process, and they need to be able to show up, too. Third, I have learned to replace what I used to believe were dead ends with swings on the polarity pendulum. No longer am I so distressed by a conflict or seeming stopping point; I see that they will help build a more comprehensive solution in the end. Color theory (Erikson, 2019) and complex leader theory (Dugan, 2017) have further informed my welcome of diverse personalities and approaches on our housing team.
References:
Brown, B. (2018). Dare to lead: Brave work, tough conversations, whole hearts. Random House.
Dugan, J. P. (2017). Leadership theory: Cultivating critical perspectives. Jossey-Bass.
Erikson, T. (2019). Surrounded by idiots: The four types of human behavior and how to effectively communicate with each in business (and in life). St. Martin’s Essentials.
Heifetz, R., & Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership. Harvard Business Press.
Johnson, B. (1996). Polarity management: Identifying and managing unsolvable problems. HRD Press.