Emerging Leadership Roles and Challenges

Emerging Leadership Roles and Challenges

The paradox of leadership is well-manifested in the controversial relationship between VUCA and SCARF. VUCA stands for Volatility, Uncertainty, Complexity, Ambiguity. SCARF stands for Status, Certainty, Autonomy, Relatedness, Fairness. In our complex and unpredictable world, we find a widening gap between humans’ aspiration for certainty in a world of tendency to move towards more uncertainty. People thrive for autonomy when the pressure for achieving results tends to make managers apply more control to abide by rules and regulations. The demands of SCARF are not in synchronicity with VUCA and thus imposing great challenges on leaders and the need for emerging leadership styles are surfacing out.

The conflicting demands between VUCA and SCARF and be more highlighted when we see the trend towards more complexity. In complex systems the prediction of the future is a remote dream. Employees are uncertain about the future at the same time they work best if they are certain of the results of what they work on. So, is relatedness. When I did my PhD in chemistry I researched on the application of the then newly-introduced nuclear magnetic spectroscopy NMR) to study the mechanism of chemical reactions. The name changed to MRI (Magnetic Resonance Imaging) because the word nuclear scares people off. The application of MRI on human brains has opened doors to the discovery of new facts that elaborate on our understanding of the science of leadership.

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David Rock is a prominent researcher of the brain. In a post he described the research carried out at the University of California at Los Angeles (UCLA), on the effect of feeling rejected by others using MRI revealed the feelings of anger. The aroused feelings of anger deplete the decision- center of the brain from Oxygen and energy that are required to make wise decisions. Exclusion means no bonding with team members and the result is performance deterioration.

The brain motivation can easily conflict with the business goals. The brain is essentially social-oriented, and the business is financially oriented. Unless these two orientations are working with each other the business shall suffer and show poor financial results. The needs of the human brain are distinct and dictate that it should be socially comfortable to function effectively.

The team members shall not bond to each other unless their social brain is in a relaxed mood. If employees feel they are treated unfairly, losing direction, feel no relatedness to each other, their social status isn’t respected and what they do is unknown for them their performance shall decline.

It is the social mind of the team members that dictate performance levels of a team.
Ali Anani

I don’t wish to stretch this post too far, but I say that natural systems achieve the requirement of SCARF and this explains their ability to grow to higher levels. The question of humans to bond to each other and form cohesive teams shall not be possible should any factor of the SCARF not be fulfilled. What makes people bond to each other and what kind of bonding they shall have? The answers to these questions are worth the effort. What makes thousand of fishes and birds, bees and ants to bond together, and do you follow by instinct the requirements of SCARF are other questions that are worthy to answer.

Let’s take fish as an example. They feel safer when swimming in schools, they bond to each other because they have the affinity to do so. They send alarms if threatened, no fish feels isolated, or receives an unfair treatment. Each fish knows its role in the group and the relatedness of this role to the fish school. Because fish abide by SCARF they may keep the ties that establish bonding them.

Look at tree branches and leaves. Trees are open to fairness. They guarantee that by branching at Fibonacci angle (137.5). Dividing this angle by 360 gives a ratio of 0.38. This way all branches and leaves have equal exposure to light and other needed resources. The branches relate to each other in self-similar clusters. The branches are related to each other and all adapt willingly to the unpredictable weather. For example, related trees shall not obscure light from similar trees. Because tree satisfy the SCARF requirements this may explain their longevity. Interestingly, Professor Adrian Bejan from Duke university found that golden ratio is the best to transfer information to the brain.

Likewise; water, carbon silicon form repeating tetrahedral bonding that allows them to grow in chains without sterically inhibiting each other. Self-similarity is evident in carbon and silicon polymers because they are closely related as they are based on the same element. Water forms hydrogen bonding of tetrahedral structure that leads to formation of a network of water molecules.

For humans to bond they must adhere to the requirements of SCARF. This is possible, and this shall be the topic of my next buzz. In this buzz I shall then refer to the glorious comment that Bill King wrote on my previous buzz. In his comment wrote β€œand the idea of social bonding being compared to chemical bonding was interesting. is there a parallel between different social and chemical bonds and when we form these bonds can it have a change in state”?

I dedicate this buzz to the flourishing mind of Clau Valerio


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Ali 🐝 Anani, Brand Ambassador @beBee

Without doubt this buzz is also very dear and has a prime place in my heart my dear Clau Valerio. I greatly appreciate your support and appreciation.

Ali 🐝 Anani, Brand Ambassador @beBee

#63
Dear Edward Lewellen- I may describe your comment as "transitional comment" because it prepares my mind into a different thinking. Thank you

Ali 🐝 Anani, Brand Ambassador @beBee

#57
Thank you dears Proma \ud83d\udc1d Nautiyal for sharing the buzz. You learnt SCARF a week ago and able to explain it with such fluidity is amazing my dear Proma. This is great. One thought of your comment grabbed immensely my mind. It is "Status too is something that did not bother me much, because in my mind if I am content with myself that is definition of the right status". This is so vital because many people think low of themselves because they keep comparing themselves with others. They develop inferiority complex and start to lose self-esteem. I think Harvey Lloyd is able to elaborate more on your amazing comment. I can say safely your comprehension is amazing.

Ali 🐝 Anani, Brand Ambassador @beBee

#58
We learn everyday my dear Clau

Ali 🐝 Anani, Brand Ambassador @beBee

#55
I normally measure the readability of my buzzes before publishing them dear Clau Valerio. I make sure that a person who attended school for maximum of 11 years can understand them. Thank you and I understand that simplifying science and extending it to the study of human behavior is challenging.

Proma 🐝 Nautiyal

Proma 🐝 Nautiyal

3 years ago #50

It has only been a week since I came across the concept of SCARF for the first time.**

Proma 🐝 Nautiyal

Proma 🐝 Nautiyal

3 years ago #49

What a wonderful buzz, sir! It was only left week that I came across the concept of SCARF for the first time. My husband introduced me to the concept and as he was explaining it to me, all I could think of was how much autonomy meant to me as compared to the other factors. Since, I really like working on my own, relatedness did not really matter much to me. Status too is something that did not bother me much, because in my mind if I am content with myself that is definition of the right status. Not the job title, not the number of people in my team. I used to vie for certainty, but realizing that there is nothing certain in this world, I have come to terms with fact with uncertainty, at least at workplace. Finally, fairness. This is extent important to me. Not as much as autonomy, but more than the rest. This leadership model has definitely made me understand what is the most important thing that I would look for in any job/assignment.  VUCA, on the other hand, is an entirely new concept for me, the acronym that is. The thought behind it makes complete sense in today's world. We are living in a time which is filled with VUCA and the best we can do is to understand whose strength lies where and use it well.  I hope leaders and teams around the world, soon start using the SCARF methodology to understand team Dynamics and individual motivators. 

Ali 🐝 Anani, Brand Ambassador @beBee

I hope my next buzz will answer your question dear Debasish Majumder.

Debasish Majumder

Debasish Majumder

3 years ago #47

shared goals is an amazing axiom! how goals could be shared? if one may have goal to oust other from helm, will the other may not adopt measure to defend himself with a mechanism even to destroy his contender? i guess, a paradigm shift or innovation always tend to follow the same track only having an aim to hasten the progress and assert its optimum level at the quickest form. there is always a polarization in terms of goals and it cannot be converged. however, i wonder, how a shared goal could be eulogized sir Ali \ud83d\udc1d Anani, Brand Ambassador @beBee!

Ali 🐝 Anani, Brand Ambassador @beBee

#51
Fully agree

Harvey Lloyd

Harvey Lloyd

3 years ago #45

#50
Shared axioms lead to better goals and execution around those goals.

Ali 🐝 Anani, Brand Ambassador @beBee

#49
Shared goals is an assured way of bonding people together. I shall discuss in the next buzz what types of social bonding we may have and the effect on our behaviors that a leader should understand. We tend to slip back to our own interests and reminding the team with the vision is a way to combat this tendency.

Harvey Lloyd

Harvey Lloyd

3 years ago #43

#48
Social bonding happens at the axiom level. You believe what i believe to be true. This is more perspective in the beginning. Then we enter into the creation of success. With each passing day i share a little more of beliefs through action. If these beliefs align with the others first perspective, the team moves forward. If they don’t align then we start to see your VUCA. Leaders would be wise to establish the axioms within a vision statement and preach them all the time. These statements are what every team member signs on for in the beginning without any ambiguity. In this we may avoid the VUCA, but if we do experience it then we can go back to the vision statement and remind them of the axioms they signed. Corporate culture/bonding has to have a rally point. If the leader doesnt provide the point, then someone in the organization will. Most likely multiple rally points will develop.

Ali 🐝 Anani, Brand Ambassador @beBee

#47
Outstanding comment and I love this segment "The leaders in antiquity were sorting out social issues that typically lead to war. When war was averted because someone came to an axiom that each could share across cultures, traditions began". No one can read my mind better than you Harvey Lloyd. In my next post I am discussing team bonding as a form of social bonding. Our brains are social and therefore the social bonding of teams is important. The question is how a leader may create an environment that is conducive to social bonding and then what happens if social bonding is realized. Social bonding can disintegrate because of many factors that I am discussing in the next post.

Harvey Lloyd

Harvey Lloyd

3 years ago #41

#46
Most traditions that are accompanied by celebration tend to get subverted over generations. I agree that many of these traditions are old and have become somewhat stuffy. But if we go back and actually study why and how the tradition formed we will find humanity at the brink of chaos. They were pulled back from this by some social understanding of a newly formed axiom. How it is celebrated on what day and many other attributes do not necessarily represent the axiom very well. The leaders in antiquity were sorting out social issues that typically lead to war. When war was averted because someone came to an axiom that each could share across cultures, traditions began. The seriousness and fears associated with this new axiom wear off after a few generations. This is why we are define to repeat past experiences in the future. As to university, well this is merely us repeating our past. The traditions of old were put in place so we would not repeat things learned at great cost. These traditions today have been traded in for a golden wand that everyone is saving something. In antiquity we were attempting to build/create a society. One after the other, trial and error, we developed systems of belief that gave us the foundations where societies could emerge. Not perfect, but certainly a road in a good direction. We now measure success by what needs saving.

Ali 🐝 Anani, Brand Ambassador @beBee

#44
I watched the two videos and I must say the issue of young generations is the same here and I believe everywhere. I wonder if people watched the second video which university they would choose? We know what is right, but the traditions and long-established habits and heritage stop us from doing what is right. Sometimes I wonder why we do research to discover new facts and approaches if we are to be held by the owned and old ideas.

Ali 🐝 Anani, Brand Ambassador @beBee

#44
Will revert back to your comment post to my watching the two video links in your comment.

Harvey Lloyd

Harvey Lloyd

3 years ago #38

#37
I dont disagree with your points. In America though our younger generations are coming into corporate America with ideals that are difficult to support within the team environment. Simon Sineck did a great presentation on these generations: https://youtu.be/As8XkJNaHbs If you have the time Jonathan Hiadt also gives insight into these younger generations: https://youtu.be/Dj5QmZPzvlQ Leaders here are engaged at levels never seen before. Older generation leaders find themselves hamstrung at many levels. Your comment expresses folks who self regulate within the team they find themselves. This self regulation is not present in many young people here in the USA. Leadership is evolving to incorporarate these young people into some of the more traditional ways of ideal manifestation. Its not going well in some areas and in others it is blossoming. We are in transition.

Ali 🐝 Anani, Brand Ambassador @beBee

#39
Great comment and I am humbled by your kind words. The question I am asking myself is complexity a choice? My initial answer isn't. Why? Because when we developed the internet we found that we also increased feedback, which eventually lead to complexity? I have an idea for a new buzz my friend. We have to remember also that when we developed the techniques to study complexity we discovered that the world is more complex than we ever imagined. We found that the trees-fungi underground internet is a great and marvelous one. May be because we didn't have the tools such as the computer to study complex systems , or even to observe them that we began to realize the complexity of our world. The more interconnected we get, the more complex our world shall be. Remember that it has been always like that. When a sand storm hits a country it affects other countries. It has been like that for long times, but only when we advanced our knowledge that we became aware of this fact. More complexity arises from our realization that sciences feedback to each other. Complexity itself is a myriad of computer science, biology, physics, chemistry, math, statistics and other sciences. I don't see complexity as a choice.

Ali 🐝 Anani, Brand Ambassador @beBee

#38
With MRI we see an image of the brain at different times. So, we may monitor the center of activity of the brain associated with each emotion and the triggering chemical. It is dynamic over time dear Debasish Majumder. Besides, I explained before in a buzz that SCARF domains feedback to each other and don't work in isolation. In other words these domains are complex and to understand their complexity we need to figure out how they interact. I wrote a buzz on Commenting on Comments and yes it is a responsibility to egage and write sound comments as yours is.

Ali 🐝 Anani, Brand Ambassador @beBee

#38
I have to be away for about half an hour then I shall be able to respond to you dear Debasish Majumder

Ali 🐝 Anani, Brand Ambassador @beBee

#37
Dear Roberto De la Cruz Utria has more to elaborate.

Debasish Majumder

Debasish Majumder

3 years ago #33

i only wonder simple to complex is a natural phenomenon and do we follow blind nature just fall into the prey of its devise? we human beings having brain where we only can fell the presence of atoms apart from any microscope. will we not acknowledge to our supreme ability out of all creatures in this world? sometimes we become too cynic! we lost the credibility on ourselves! yet i have faith on people and who never care that they are visualizing out of the light of the external world, because when their eyes are not having the blood vessels in their cornea, it is the light which provide food for their concern organ to excel and unfold many with their inherent desire. i hat's off to all who cares for mankind and deliver their services to usher humanity to emphatically express its presence in this mundane world and more importantly sir Ali 🐝 Anani, Brand Ambassador @beBee your continuous strive to make it a success. my heartiest tribute to you for sharing such enlightening post sir.

Debasish Majumder

Debasish Majumder

3 years ago #32

i wonder how acronyms are being arrayed Ali 🐝 Anani, Brand Ambassador @beBee! every actions as per the acronyms having an identity of its own to make an impact and the consequences are like waves, taking us to an unknown destination which we not really able to fathom in an available circumstances, whether it is VUCA or SCARF! MRI helps us to get a static picture, but i wonder if one may immediately exposed top sheer uncertainty of his immediate existence after the MRI being conducted what results it may produce? i really wonder that science perhaps cannot solve a single problem without creating ten more. more we are unveiling the enigma of nature, nature becoming more volatile and causing jeopardy where we are just the mute spectators. even in case of leaders whether in business or statecraft, all are prone to eulogy and fame being emanated from the turbulence they help to engender and sheer unaware of their length of existence. like fire, as long it glow we are utterly unaware whether it may turn into what and whether the object's weight may increase or decrease! we only cling into its manifestation. like some people in the social networking site who cares about liking and sharing, not caring that it is they who shares and acknowledge the contributors post by virtue of their sincere engagement and encouragement and thus they increase the traffic of the site and making it a unique one. i guess, ego is the most harmful constituent one may possess and it utterly appears as malapropism to diminish ones strength and cause ruin to one quite unknowingly. Thus, i guess, a leader may experience setback too out of his own assumed glory, hardly cares about the fall out of his whimsical and self reliant music which he alone love to enjoy without caring it is a cacophony to others. all of a sudden when he noticed he is overthrown, he hardly envisage his flaws!

Ali 🐝 Anani, Brand Ambassador @beBee

#35
I wish we would all do the same and pause to review our shadows and its reflection on conflicting demands. Thank you Harvey for sharing your own personal experience.

Harvey Lloyd

Harvey Lloyd

3 years ago #30

#34
In my early years i was a large project forman for a large company. I could sit in a room with all sorts of people and carry my own within the project and the various needs of all the contractors. When i decided to do it on my own though. I walked into the meetings with a level of fear that was volatile. I was now risking my family and livelihood, not just my job. This was a difficult issue to overcome. The people and the projects were the same, but somehow i was different. I really had to revamp some axioms that i was standing on, from when my employers money was at risk. Consciousness is the challenge as the risk comes closer to home. I still had the skills of communication and thought, but the risk almost froze my upper brain.

Ali 🐝 Anani, Brand Ambassador @beBee

#33
This is very true and powerful Harvey Lloyd "A person who sees the future as volatile must deal with this volatility within themselves" This is a great way to describe the importance of VUCA to leadership. "We are not talking about skills anymore, we are talking about their consciousness under pressure" My gem for the day.

Harvey Lloyd

Harvey Lloyd

3 years ago #28

#31
I appreciate your candor in pointing out the Shadow concepts of Jung and the simplicity of leadership within the Agile VUCA. I like the Agile version better than i do the original. But each of these leadership visuals imply a process. A person who sees the future as volatile must deal with this volatility within themselves. Certainly vision may help them if someone is present to give them the vision. Within leadership each will find themselves unprepared (Volatile) for social, customer, vendor or regulatory feedback, and separated from the vision giver. They will have to process from volatile to vision on their own in real time. Could volatility even exist without the shadow self.? Volatility implies an emotional response if vision is all that is needed to take it away. Take away our own narrative/axioms and volatility would disappear. I think we can agree that each human is capable of exercising potential greater than what they present. Otherwise known as growth. When at the leadership level the case is most often something within the shadow self that keeps a leader from advancing. We are not talking about skills anymore, we are talking about their consciousness under pressure. I also see this within the growth of the leader coaching community growth. We can see this concept within a teenager who handles volatility one way, and ten years later handles it totally different. What changed?

Ali 🐝 Anani, Brand Ambassador @beBee

#31
Oh dear Lada- your comment is captivating because you introduce reintroduce the idea of agile VUCA. you said you were not familiar with it and that you did some research to comprehend it. Well, your comment shows your high level of understanding. I am introducing new dimensions of leadership based on the new research findings using functional MRI. It is amazing how extrapolating scientific research to understanding human-related issues that wouldn't have been possible before. I am also introducing the concept of human bonding. As an engineer you know of asphalt stripping because of the incompatibility of the mineral aggregate with the organic asphalt. We have similar problems with incompatible leaders. Again, I am introducing some scientific approaches to upgrade our understanding of leadership. I want to say that engineers and scientists have a big role in clarifying many managerial concepts. That is why your comment speaks to my heart as well (surely, my mind first). I thank you for sharing the buzz. I hope that I got you more interested on posts about leadership.

Lada 🏑 Prkic

Lada 🏑 Prkic

3 years ago #26

Dear Ali, I remembered your comment on my latest post about praising. You said that you always share posts of authors who never shared your posts. Sharing a post is a form of praise, and you do it because you believe the post is worthy and offers some value. I shared your post because of the mentioned reasons although the topic of leadership is not of my great interest. After reading your post and some comments, I have to say that I would probably never make the relation between the topic and the Jung's concept of Shadow. :-) But comments on your post often go to sometimes unfathomable directions. :-) I was intrigued by the VUCA concept, and after doing some research on that, I found out more about the VUCA environment and how it affects people and organisations. Also, I found articles on Bob Johansen's work, and how he developed so-called VUCA counterweight, just by replacing the fragile concept of VUCA with agile VUCA; Volatility with Vision; Uncertainty with Understanding; Complexity with Clarity; and Ambiguity with Agility. I think it's an important subject for all business leaders.

Ali 🐝 Anani, Brand Ambassador @beBee

#29
Thank you dear Edward Lewellen- VUCA describes the continuous and increasing disturbance of the business environment. Complexity is increasing, volatility is increasing, ambiguity is getting more foggy and uncertainty is culminating. It is in this environment that the challenge for leader to let SCARF emerge. For example, certainty is SCARF is opposing to uncertainty in VUCA. So, I see the two related, but your comment gives me some ideas to consider. I shall report them soon.

Ali 🐝 Anani, Brand Ambassador @beBee

#27
Thank you for a very thoughtful invitation Harvey Lloyd

Harvey Lloyd

Harvey Lloyd

3 years ago #23

How is your ego leading you within the leadership realm. Join a discussion where we seek to explore the Jungian Concepts that drives ego to success. Self Awareness at its value level.

Ali 🐝 Anani, Brand Ambassador @beBee

#25
"You are attempting to get folks to view the Jungian shadow and state its meaning, instead of group think telling it". May be I need to teach myself first. yes, the society feedback to the shadow and how to deal with this is an issue dear Harvey Lloyd

Harvey Lloyd

Harvey Lloyd

3 years ago #21

#23
Enter the postmodern era. In this new era we see material things as being the scale of our value. From identity group to the car we drive. This transfers over to our social professional lives. Or maybe in reverse. Our social lives dictate the material needs we have. The shadow does not care about the status, material things or group think. The shadow is where we forge what we believe will not only bring value to self but also within family and community. What happens though in postmodernism, is the community dictates backwards to the shadow of the individual. I have only limited knowledge of Nietzsche. I am studied in the area where he stated God is Dead. Many believe this to be a statement about the Biblical God and atheism. He offered this thought circa postmodern thinking began. He wasn't making an announcement to the religious folks, but to the aristocracy of the time. He stated that they had killed Him and that now they had the task of building up a set of morals to replace Him. He shamed them because he new that it is impossible for man to create rational thoughts amongst themselves to replace the narratives of God. Nietzsche new that the later jungian shadow would now be left to feed itself from ego alone. We live in that world now. SO when we speak to the shadow we can only receive rationality back from ego, from most. The shadow can be great within one's life if we can understand its purpose and meaning. Is it strong enough to overcome the postmodern world? Well that's a story that history has played out many times. Today we are entering that period of time where self determination is morphing into group determination. This is why i enjoy your topics so much. You are attempting to get folks to view the jungian shadow and state its meaning, instead of group think telling it.

Ali 🐝 Anani, Brand Ambassador @beBee

#22
Now, this is a thought on its own and opens many new thoughts to emerge. First, I am happy that you drew attention to the opposing effects of VUCA and SCARF as it is the focal point of the buzz. To keep both of them working in this manner is waste of time and effort. Great leaders know how to reverse the tide and make VUCA a helpful way so that SCARF would emerge. The pre-condition for this to happen is trust. I couldn't disagree with you even if I wanted to. Trust makes people ready yo listen, learn and act in a good will so that SCARF would eventually emerge. I am going surely to refer to your comment in one of my two following buzzes on emergent leadership.

Ali 🐝 Anani, Brand Ambassador @beBee

#21
This is a great response Harvey Lloyd. You summarized it beautifully "Within ego we can adjust to our environment very quickly. Once we establish the shadow concepts and understand them. Our ego faces challenges socially and professionally. Our persona will display this cognitive dissonance". I wonder if social pressures would allow many people to reach a stage by which "If ego is aligned with shadow concepts we create, we speak from authentic positions". I dare say that we ask people to be authentic on social platforms that pressurizes most people not to be so. Is this an impossible dream? When I read the work of Nietzsche and his concept of "super-man and realizing his physical weakness I realize that the strength of the shadow is great. Can it be great enough to oppose social pressure? Many questions roam in my head right now.

Harvey Lloyd

Harvey Lloyd

3 years ago #18

#20
I liked the two opposing thoughts between SCARF/VUCA. VUCA seems to be the individual where SCARF is what the leader wants. How do you overcome VUCA from the individual that would cause SCARF to emerge? Change management deals with this question. Our markets change constantly and so do the customers within those markets. This will almost always create the VUCA dominos to fall. The leader wants SCARF, but that same leader invokes VUCA with each change he/she introduced to the system. If that same leader would introduce concepts of the shadow and actaully live the concepts then VUCA would become a part of the system and not a individually experienced concept. This allows SCARF to happen. An example is one we have shared. Trust is something that is at the basis of the leaders relationships with his/her team. If trust exists then everyone knows we can work through issues of conflict. Our rule is we either 100% trust or 0% trust. We work with team members as they struggle towards SCARF in a 100% trust environment. This include language of empathy and not judgement. I know trust is the issue as soon as hear the language of judgement. If i needed judges to lead our firm i would hire all teenagers. We need leaders who can trust that each team member presents a different narrative and we need to trust that the narrative is seeking SCARF in its own way. I would submit that we naturally cause VUCA within change. This would establish that VUCA needs its own language and thought, SCARF would emerge from this language.

Harvey Lloyd

Harvey Lloyd

3 years ago #17

#20
You bring some excellent points to the table. It does beg a few questions though. When we look at social media, the matrix if you will, our feedback of success is predicated on some math. The shadow concept is one that is not really on the plain of social media. The shadow represents an intimate conversation with self. I think the EI or emotional intelligence is trying to bring the shadow concept into mainstream. But represents an ego level execution model. Once you decide to write about the shadow its if you have created a dish for folks that looks unpleasant, but they want to be nice or fit in. Self awareness that label we use to cover a lot of thoughts, is basically looking in the mirror and wondering where the fear or anxiety emerges from about various experiences. Sounds benign when you say it that way. But the journey invariably winds you into some core beliefs within the shadow we must reconcile. Specifically as it applies to our persona behaviours. This is uncomfortable at best, socially challenging at worst. It is that dark forest that exists as chaos we just as soon not venture into. Within ego we can adjust to our environment very quickly. Once we establish the shadow concepts and understand them. Our ego faces challenges socially and professionally. Our persona will display this cognitive dissonance. Social media calls on us to be authentic, but the group doesn't like what it does not like, so we curb our egos to match the group. The shadow is at war with this concept. We tune it out. Eventually we become numb to the shadows abrasiveness. The outcome of this though is we never "feel" authentic without the feedback loop of social media telling us we are. Take away the loop and our authenticity is wandering. If ego is aligned with shadow concepts we create, we speak from authentic positions. We don't need the loop.

Ali 🐝 Anani, Brand Ambassador @beBee

#19
Thank you for your laborious comment Harvey Lloyd. I say laborious in a good sense as it requires effort and time to digest it fully. You know that in my previous buzzes I discussed the Carl Jung model and I was planning to include a section on relating SCARF to the persona-ego-shadow mod of Carl Jung. I backed out because my previous buzz even though got 2899+ views it attracted few comments. I felt this topic is for discussion in a different forum. Now, that you bring it back I might reconsider my decision. Our shadow is the storehouse of our values and feelings that we may wish to high from the world. Our persona is the opposite in that we want to appear to the world. I find that the drift between the two- what we are willing to show and desire to hide is prominent in shaping our behaviors. The SCARF model our desires honestly. We all like to do work that is relevant and make us feel we are important and not sidelined, tb be treated with fairness and know the direction we are following. The issue is when there is a big gap between what we want and what we show we are van be distant with a big gap between them. Can we apply SCARF in these conditions?

Harvey Lloyd

Harvey Lloyd

3 years ago #15

#8
Ali \ud83d\udc1d Anani, Brand Ambassador @beBee comment. The various ego related acronyms are an emergent thought where it rests on the Jungian shadow. The shadow being that part of each individual having to find value within the acronym. My thoughts today seem to surround the fact that postmodernism is relying on the rationality of the ego and its ability to form up ranks within areas such as SCARF. Reasonable assumption if each individual can find their personal shadow created values within the concept. SARF being emergent from the shadow of each individual is where i believe we can establish the culture of SCARF but the individual shadow controls its meaning and success. We read a lot about employee/team buyin to the goals and culture. SCARF would emerge from this buyin if each individual were to do so. The reason we are discussing these leadership issues, leaders are struggling to get the buyin. IMHO we are not getting buyin because the individual is struggling to find value. These value presuppositions emerge from our shadow. We speak things into creation. SCARF is one of these spoken creative thoughts. We have lost our ability to speak creation within the chaos of the shadow between individuals. I believe Ian discusses the various propositions we should speak to in his comment. But these are difficult areas to speak to within a leadership framework. I like the SCARF model and see it as emergent. Its when we see it as fundamental that leaders get caught sideways within transactions.

Ali 🐝 Anani, Brand Ambassador @beBee

#16
- great grandmother you had dear Clau Valerio and make sure you pass her wisdom to your kids. A big hug for you and for your daughter who inspired the writing of this buzz.

Ali 🐝 Anani, Brand Ambassador @beBee

#11
CityVP \ud83d\udc1d Manjit- a good example that has just remembered is the last match between the host team Tottenham and Liverpool in which the host team was beaten by 2 to 1. The score could have been by a bigger margin if it weren't for the selfishness of Mo and Mani. Instead of cooperating and favoring the team's interest, they preferred self. Cooperation may versus self-glory is in action. I wondered why you didn't cover this match realizing that you are a Spurs supporter.

Ali 🐝 Anani, Brand Ambassador @beBee

My dear Clau Valerio- is this a new picture of yours? It is a joyful and optimistic one. We equally learn from you my friend. Thank you for your appreciation and sharing the buzz in a Spanish hive.

Ali 🐝 Anani, Brand Ambassador @beBee

#11
Very true, and when resources are depleted or become rare we witness reverse of direction. Self-interest comes before cooperation. This is true in trees as well as animals. I shall be elaborating soon on the scientific research that give support to this switch of behavior CityVP \ud83d\udc1d Manjit

CityVP Manjit

CityVP Manjit

3 years ago #10

Trees are open to fairness just as much as human beings are open to fairness, and competitive urge is as potent for trees as it is for human beings. I took a look at the article "The Dirty Way Trees are Killing Other Trees" https://www.independent.co.uk/environment/revealed-the-dirty-way-in-which-trees-are-killing-each-other-129037.html and we see there is a competitive element that may be natural aspect of nature, but it is competitive never-the-less.

Ali 🐝 Anani, Brand Ambassador @beBee

#8
This is a valid issue Ian Weinberg. I am dealing with it in the third part of this series of buzzes. I was searching on why people leave groups and I found some very interesting factors, most of which to the individual. I am in agreement with your comment and I shall substantiate it with research findings.

Ali 🐝 Anani, Brand Ambassador @beBee

#6
I am preparing for these two buzzes and I am myself puzzled with how scientific findings spillover to our leadership understandings. I shall be ready soon for the next one dear Jerry Fletcher

Ian Weinberg

Ian Weinberg

3 years ago #7

Thanks for inspiring further reflection on this subject Ali \ud83d\udc1d Anani, Brand Ambassador @beBee My personal problem with the SCARF model is that it tends to contribute primarily to the environment so as to create a more collaborative space. In this way it is hoped/assumed that the participants will be inspired to work and lead more effectively. It is my contention that if the environment alone is enhanced without adequate individual coaching, the function of the individual becomes context-based. They become dependent on an external locus of control, devoid of personal empowerment. Personal empowerment evolves out of the core elements identified in my own research: meaning and purpose; self-efficacy; reward gratification; achievement; value contribution.

Ian Weinberg

Ian Weinberg

3 years ago #6

Thanks for inspiring further reflection on this subject Ali \ud83d\udc1d Anani, Brand Ambassador @beBee My personal problem with the SCARF model is that it tends to contribute primarily to the environment so as to create a more collaborative space. In this way it is hoped/assumed that the participants will be inspired to work and lead more effectively. It is my contention that if the environment alone is enhanced without adequate individual coaching, the function of the individual becomes context-based. They become dependent on an external locus of control, devoid of personal empowerment. Personal empowerment evolves out of the core elements Ofentified in my own research: meaning and purpose; self-efficacy; reward gratification; achievement; value contribution.

Jerry Fletcher

Jerry Fletcher

3 years ago #5

Dr. Ali, Once again you have stimulated my little grey cells. I am most interested in how you will relate the new technological abilities to measuring leadership. I eagerly await the next two installments.

Ali 🐝 Anani, Brand Ambassador @beBee

#4
Thank you @Bill King for your comment and I am glad you find some new info in the buzz. In my next two buzzes I shall explore the idea that not only leadership emerges, but also what phenomena emerge from their style of leadership. Some interesting findings because we have access to new technologies that would revealed some research findings without which our understanding of leadership shall would lagged behind.

Ali 🐝 Anani, Brand Ambassador @beBee

Thank you dear Debasish Majumder- this is Part 1 of three parts that shall explore emerging leadership. I, therefore, greatly appreciate your comment and sharing of the buzz. BTW- I noticed that my comment on your last buzz disappeared. We had this problem before and I hope beBee takes notice.

Debasish Majumder

Debasish Majumder

3 years ago #2

exclusively thought provoking buzz sir Ali \ud83d\udc1d Anani, Brand Ambassador @beBee! enjoyed read and shared. thank you for the buzz sir.

Ali 🐝 Anani, Brand Ambassador @beBee

Clau Valerio- you are mentioned in this buzz

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