Introduction
I have been reflecting on the idea of monitoring, managing, leading and becoming an agent of social change. As a leadership teacher with over 10 years of classroom experience, I have come to the conclusion that metaphors and stories are the most effective teaching and learning tools we have access to. Over the years, I have used many different metaphors to capture the spirit, essence, and logic of leadership as a tool and process for bringing about sustainable social change. In fact, I have learned that nothing clarifies and speaks like a good metaphor. The main objective of this article is to frame the concepts of monitoring, managing, leading and agency of social change within a context that makes sense and can be transferred and applied at the individual level, but also within a teaching and learning environment.
A metaphor: to paint or not to paint
Like any good metaphor, it is simple at first glance, but upon further investigation it is easily problematized or made more complex. For a moment… let’s think about painting. The art of painting will frame our metaphor. Our human levels of analysis and key connections through the painting preference are as follows:
• The Follower: As a painter, the Follower is most comfortable finding, organizing, and maintaining painting resources, supporting the artist, and making sure both the gallery and studio are in order. In fact, Sivers (2010) suggests that the first supporter is perhaps the most important ingredient for a movement or a cause. The first follower turns a lone madman into a leader.
• The Manager: As a painter, the manager is most comfortable painting by the number and seeks to manage change, operationalize the vision, and is process oriented. In this interpretation there is still room for creativity, but it is important that the correct default color is chosen, but some default system or thought and that the paint stays within the lines.
• The Leader: As a painter, the leader prefers a blank canvas and seeks to inspire transformation, determine and clarify vision, and develop people. In fact, the leader-painter enjoys the freedom and creativity to choose the type of paint to be used, to mix the colors of his own vision and need, and to orient the landscape of his masterpiece, all in such a way that others can see themselves.
• The Social Change Agent: As a painter, the Social Change Agent is markedly different from others and depends on your ability to articulate a clear vision focused on uncharted territory, to ask informed and inspired questions, to work quietly with patience and persistence. break free from established structures, systems and processes, and cross disciplinary boundaries by connecting the seemingly disparate (Bornstein, 2003). In fact, many times the social change agent is not known by his paintings. They are known for creating new media and supports.
parting thoughts
The most imperative thing to remember is that none of these juxtapositions and descriptions are intended to be based on position or title within an organization. For me, this metaphor focuses on the mindset of an individual when he is in the space in which he feels most comfortable. Depending on the activity, goal, content, process or field, each of us as individuals can fall into each of these different categories (follower, manager, leader, social change agent) depending on our interest, ability and passion. The real question each of us must ask himself, especially if he has never dabbled in the approach to art as an agent of social change, is “what do I care enough to do something in this world?” Once you discover this, articulate your position as an agent of social change!
References
Bornstein, D. (2003). How to change the world: Social entrepreneurs and the power of new ideas. Oxford: Oxford University Press.
Sivers, D. (2010). How to start a movement. Retrieved from https://www.ted.com/talks/derek_sivers_how_to_start_a_movement?language=en