Reflexivity And The Unfolding Drama
Earlier today I blogged about reflexivity and being curious in Reflexivity and Curious George. As I continued to think about this topic I wondered about the work of Patricia Pritchard, who wrote two of my favorite leadership books, The Drama of Leadership: Artists, Craftmen, and Technocrats and the Power Struggle That Shapes Organizations and Societies (1997) and Artists, Craftsmen, and Technocrats: The Dreams, Realities, and Illusions of Leadership (1997, 2nd edition). I wrote about Pritchard and these books in Leading With Artisanship. I learned from Pitcher that as an artist I will, at times, have vague, indefinable, long-term visions that get clarified by action and remaining open to new insights. In other words I’m being curious and reflexive. Artists know where they are going, but sometimes it’s vague and more a trip that destination.
“I claim that the visions of the visionary [artist] leader are no different in form or origin than those of an artist. If you ask a great painter what he or she’s going to paint next, it’s a rare one who will have a detailed answer and if he or she does, I doubt he or she satisfies the definition of great.” ~ Patricia Pitcher, 1997, The Drama of Leadership, kindle location 196 of 2456.
Reflexive leaders focus on the nuances of our environment, harness creativity, and foster a sense of authenticity in relationships. We are skilled in navigating complex interpersonal dynamics, much like artists who interpret and respond to their surroundings in unique ways. Reflexivity fits into Pritchard’s framework as it encourages leaders to engage in self-examination and awareness of their actions, thoughts, and the broader context in which they operate.
In Pitcher’s view, reflexivity allows leaders to step back and critically assess our roles, decisions, and the impact of our leadership style on others. This self-awareness is crucial for understanding the “drama” that unfolds within organizations, as it helps leaders recognize how our behaviors and perceptions shape team dynamics and organizational culture.
By fostering a reflexive approach, we can better navigate the complexities of our environments, respond to challenges with greater agility, and inspire their teams by modeling openness and adaptability. Reflexivity aligns with Pitcher’s emphasis on authenticity, communication, and the importance of relationships in effective leadership.
Reflexivity And Curious George
Yesterday, I had the opportunity to do a workshop for our National FFA Teacher Ambassadors of the National FFA Organization at the National Association of Agricultural Educators’ Annual Convention that is a part of the Association for Career and Technical Education annual conference here in beautiful San Antonio, Texas. It has been a great week of learning, renewing friendships, and making new ones. For me it’s about always being curious. In fact, that is what our workshop was about: “Engagement Begins With Being Curious.”
Of course, there had to be a through-line using Curious George. Which also meant I had to get into character. Emoni White, Program Specialist, Educational Development on the National FFA team, even made sure I was able to truly be “the man in the yellow hat” and transformed herself into Curious George (see featured photo). It is great to work with people like Emoni who want to be curious and help me be curious about making sure we do great workshops and making sure the proper supplies are made available.
As I was listening to the reflections from our wonderful ambassadors yesterday, it made me reflect on what being curious is all about. It also made me think about reflexivity in leadership. Reflexivity, the unsettling comfortable viewpoints, is an important aspect of leadership. By challenging established norms and encouraging critical thinking, leaders can foster an environment where team members feel safe to voice diverse perspectives and question the status quo. This process may initially create discomfort, but it ultimately leads to deeper insights, innovation, and growth.
Leaders who embrace this discomfort contribute to a culture of continuous improvement and adaptability, which is essential in today’s rapidly changing world. They demonstrate that it’s okay to reassess beliefs and approaches, creating space for meaningful dialogue and collaboration among team members.
Curious George is a great example to illustrate reflexivity in a lighthearted way. The character of Curious George embodies a natural curiosity and an eagerness to explore the world around him. His adventures often lead him to situations where he needs to think on his feet, reassess his approach, and adapt to new challenges.
For leaders, this kind of mindset—much like that of Curious George—can encourage openness to learning from experiences, whether they lead to success or unexpected outcomes. Leaders who model curiosity and a willingness to learn from mistakes can foster a culture where team members feel safe to try new things, share their ideas, and engage in meaningful discussions about how to improve and innovate.
Reflexive leaders are often seen as more authentic and trustworthy. Their willingness to acknowledge mistakes and learn from them can strengthen their credibility and foster a sense of safety within the team. Finally, When leaders model reflexivity, they promote a culture of learning within their teams. Team members feel empowered to reflect on their own practices, leading to innovation and growth.
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