change – PSleader

December 8, 2010

Where Malcom Gladwell Left Off: Social Media & Next Generation Democracy

Last month Malcom Gladwell wrote an article in the New Yorker: “Small Change: Why the Revolution Will Not be Tweeted.”

I’ve been thinking about this article ever since it came out, and people have asked me to respond on several occasions. When I read Next Generation Democracy and BYO started helping the author (and now friend) Jared Duval, I realized it was the perfect opportunity.

It’s not that Malcom Gladwell is wrong in his article. It’s just one sided.

He starts the article by describing a lunch counter sit in that took place in the Woolworths in Greensboro North Carolina in February of 1960, and that spurred a movement in which 70,000 students eventually took part.

These nonviolent actions were a core component of the civil rights movement, and although the protesters advocated peaceful solutions, their lives and limbs were often in danger.

December 5, 2010

Letting go for high performance leadership

In Gov 2.0 circles I often hear that organizational culture needs to change. If you think about that you will realize that people need to change. If you think about that you will realize that you have to change. Last year I heard the story of a public servant leader who discovered that sometimes by letting go, you get better results. I think it is a good example of the transformation many of us need to consider for ourselves.

Two years ago, Angelina Munaretto took leadership of the Applying Leading Edge Technologies (ALET) working group within the Canadian government. This horizontal, mostly voluntary group was established to explore ideas around the use of social media and Web 2.0 tools for the government communications community.

At the outset, the group was structured in a traditional way and using government hierarchy: a Project Manager, two sub-working groups with co-chairs, and an advisory committee. Work began on defining the deliverables, finding members for the working groups and then working towards meeting the needs of this defined structure.

What nobody counted on, but in retrospect is not surprising, is the level of interest, passion and commitment exhibited by the entire government community in response to the global trend towards Web 2.0. All areas — not just communications, but programs, IM, IT and human resources — wanted to participate in some way. Those who were involved in applying the tools on a day-to-day basis started suggesting new projects that would help advance their programs, communications and use of Web 2.0 tools. The community grew into 150 people and 36 departments and agencies represented. Five departments seconded employees to work on deliverables for the community at no cost to the project.