Why do some corporate superstars collapse dramatically, while others survive and prosper over many decades? Is the fall primarily caused by ’technical factors’, such as poor products and pricing, financial management or market choices, by self-aggrandisement, or perhaps by poor leadership attributes and capabilities? Greg Park argues that ultimately organisational survival and optimal performance over the long term is dependent upon collaborative wisdom. Within the dominant coalition of a successful community or corporation there is an inherited, pervasive, commonly and collectively held dominant logic, comprising leadership principles, perspectives and priorities, based upon universal values which are understood and accepted as satisfying the requirements and aspirations of each stakeholder. This collaborative wisdom ensures cohesive and consistent behaviour across and within every function of a complex, fast-moving organization. Its practical application is reflected in the daily operational decisions of leaders within the organisation, be they divisional, departmental heads or supervisors. Without collaborative wisdom organisational collapse is the inevitable result, primarily through the disintegration of belief, confidence, motivation, cohesion, advocacy and energy within and between key stakeholder groups. Collaborative Wisdom examines the nature and criticality of wisdom as a leadership attribute, how effective operational leadership is not just about knowledge and experience, but more fundamentally about a cognitive mental process which considers and consistently applies fundamental values, principles, perspectives and priorities in an analytical and affective manner. This ensures effective operational leadership and optimal organisational performance over the long term, informed by experience, instinct, intuition, but also by insight, judgment and ultimately, wisdom.
Table of Contents
Part 1 Who Needs Wisdom? Wisdom and leadership. Understanding practical wisdom. Part 2 Wisdom and Leadership Practice Operational leadership: the development of credibility and trust. Practically wise operational leadership: fundamental principles and perspectives. Operational leadership imperatives. Part 3 Practical and Collaborative Wisdom within a Global Leadership Context Global leadership perspectives and capabilities. Resolving the 'onion skin' issue. Part 4 Where do I Start? I believe: where do I join?
Dr Greg Park is Managing Director of PCM Consulting, specializing on leading within cross-border and global contexts and a principal of Oxford Strategic Consulting. Greg is a guest speaker in International Strategic Leadership and a Fellow of the Chartered Institute of Management, where he advises on a number of expert panels.
’Greg Park's book Collaborative Wisdom: From Pervasive Logic to Effective Operational Leadership engagingly connects the world of the practitioner to relevant scholarly concepts in this welcome practical contribution to effective operational leadership. Moreover, it is particularly timely within the context of today's increasing questioning of prevailing leadership values, principles, and practices. It does so by clearly illustrating how "best in class" organisational performance can be consistent with universal values and communal principles, through the application of practical and collaborative wisdom. I warmly recommend this thought-provoking, sometimes contentious, and always insightful book which replaces the prevailing emphasis on smart thinking with an emphasis upon the wise in the process of the operational leadership decision-making process.’Patrick C McEvoy, Former Chairman, K&H Bank, Hungary and former Chief Executive and Chairman, IIB Bank plc, Ireland 'Dr Greg Park has produced a highly readable and useful account of what ethical collaborative wisdom is and its importance to strategic leadership of the modern enterprise. In doing so, he provides many deep insights into leadership and management based upon research and over thirty years of international business experience. I expect his advocacy of soft hearted, hard headed pragmatism will resonate with managers, post experience business students and leaders alike. I very much enjoyed this book.' Professor Patrick C. Flood, Dublin City University Business School, Ireland ’It seems relatively rare to come across a truly thoughtful work on operational leadership...this book represents an expansive approach to a very hardcore issue in business - operational leadership. I read this book with hope, hope for the future of our collective thinking and action in relation to organized human systems. I believe it represents the kind of thinking and perspectives on development that is ready to c