This article is the second in a series. The first article, “Sense / Leaders,” was published previously on this blog.
The traditional view of squash is that of a high-intensity racket sport played in custom-built indoor facilities. Centred on the use of these facilities are squash clubs, organised groups of people typically living within the same geographical area. Clubs are viewed as being ordered, with their members being accountable for their behaviour both to their fellow members and to those of a wider squash community.
Of course, at any one time, a significant proportion of that community may not be actively participating in their sport whether through injury, accident, design, advancing years or a combination thereof. Yet, participants and non-participants alike potentially share one thing, irrespective of their gender, age, sexuality or ethnicity: the identity of squash agents.
Although they may not be aware of it, each, in their own way, is capable of projecting something into the future which will continue to nurture the playing of their sport: squash culture.
Squash culture can be thought of as something which endures through, and only through, the sustained interaction of its agents (players and non-players alike) and their interaction with potential future agents. As the lives of those agents play out, as they migrate from area to area, age and die, so the nature of their agency will change as, inevitably, will that of the squash culture it nurtures.
Squash culture can exist and be expressed in an almost limitless number of ways. Some forms of expression (such as a squash match) may be common to all squash cultures, whereas others may be uncommon or even unique. In fact, squash culture can vary from population to population, from group to group, and even from person to person.
Crucially, squash culture is not just a by-product of the participation of individuals in organised squash activities. It is, in essence, a shared basis for social interaction shaped by the traditions, beliefs, values and knowledge inherited and transmitted by its agents. It is also dynamic and can mutate to occupy different socio-economic niches – rather than static, requiring individuals to conform to universal norms. And it is COMPLEX, its whole being far greater than the sum of its parts.
In the context of leadership, squash culture occupies the domain of unknown unknowns, the COMPLEX world of unpredictability. It is the domain to which much of contemporary business and Western public policy has shifted.
And it is the world of emergence.
In many Western countries squash culture has, to some extent, been viewed in terms of knowable processes and its ‘delivery’ as a by-product of ‘sport development’ activities. However, sport development, more often than not, takes the form of bespoke initiatives targetting specific populations, club memberships or demographic groups for the purpose of bringing about desired social and economic benefits.
This kind of approach reflects an ordered ‘cause and effect’ worldview, a SIMPLE world of predictability. This worldview focuses on playing squash (as a teachable skill) and the associated provision of playing-centred ‘participation’ services by squash coaches. In this context, the role of sport development experts is to devise initiatives which have the ‘best chance’ of ‘delivering’ the required participation which will, in turn, (it is believed) result in the desired socio-economic outcome.
The role of the expert assumes that contextual differences will exist from one initiative to another and that an analysis of each situation is necessary before a suitable initiative can be devised. The worldview supporting expert-led sport development also assumes an ordered or ‘knowable’ world of ‘cause and effect’ whilst recognising that context is key – a worldview associated with the COMPLICATED domain of leadership.
This worldview is well-established in the West and can help to shape initiatives which contribute to increasing participation in certain sports within carefully-selected target populations. However, participation levels in squash and other sports are also naturally subject to change over time as socio-economic environments change and the cultural identities (and behaviour patterns) of individuals mutate. Nature is not ordered and people are unpredictable.
In reality, we all live within COMPLEX socio-economic environments populated by competing cultural influences – and cultural agents. In these environments, the ability to detect and act on emerging signs of self-organised squash development is critical. One such sign could be the formation of networks or small groups of individuals to share and discuss ideas for change; another could be the initiation of local ‘social development’ initiatives which incorporate or ‘resonate’ with squash participation. Different signs will inevitably emerge from different socio-economic environments, but they must be sought and, when detected, acted upon.
Sustainable squash development will new forms of squash agency – and new breeds of squash agent – to project squash culture.
Squash leadership is one of many forms of squash agency. In COMPLEX situations, others will emerge as squash cultures are explored, emerging situations identified, and opportunities for action exploited.
So what will this exploration involve, and what will these actions look like?
The characteristics of leadership in ordered contexts (SIMPLE and COMPLICATED) are well documented but in unordered, COMPLEX contexts, they are less so. As we have seen above, such contexts are characterised by dynamism and unpredictability, the lack of ‘right’ answers as to how to deal with emerging situations, and the existence of many competing ideas.
They are also characterised by the appearance of emergent instructive patterns associated with creative and innovative approaches to squash participation, and of new forms of squash agency – both arising from interactions between interconnected squash agents.
So, future squash leadership will be ‘pattern-based’ and will involve:
- The creation of environments and the conduct of experiments that will allow patterns to emerge. These environments will be physical, digital or a combination of both; but, whatever their form, they will support social interaction between squash agents.
- The stimulation and growth of connection, communication and collaboration activity between squash agents.
- The opening up of discussions using methods which can help generate ideas. These methods typically work by setting up barriers (to frame discussions), stimulating attractors (ideas which resonate with squash agents), encouraging dissent and diversity, managing starting conditions (to exploit unexpected opportunities), and monitoring for emergence.
As will be obvious, leadership in COMPLEX contexts requires much more interactive communication than in any other context. In fact, many of the methods described above are commonly referred to as large group methods (LGMs) and are proven ways of initiating and hosting democratic, interactive, multi-dimensional discussions.
Using these methods, populations of squash agents will share their experiences on an ongoing basis, and contribute new ideas which feed directly into leadership awareness. This helps leaders to spot the emergence of ‘weak patterns’ which are the first sign of the effects of changing socio-economic influences. It also complements traditional ‘consultation’ exercises (used in SIMPLE and COMPLICATED situations) which, typically, seek opinions about pre-defined courses of action or ‘strategies.’.
Of course, there are dangers in COMPLEX leadership such as the temptation to fall back into habitual ‘command and control’ mode, to look for ‘facts’ rather than to allow patterns to emerge, and to crave the accelerated solution of ‘problems’ or the premature exploitation of opportunities.
COMPLEX leadership requires patience and time for reflection.
In the next post, we’ll take a look at some of the methods used to detect the emergent patterns which signal change in squash cultures.
“A Leader’s Framework for Decision-making” by David J. Snowden and Mary E. Boone is published in November 2007 issue of The Harvard Business Review.