Monday
Apr092007
The Conductorless Orchestra
Monday, April 9, 2007 at 5:46PM
I'm really interested in the application of collaboration and radical trust beyond the tools and technologies of web2.0.
I've talked about distributing responsibility for Marketing beyond the marketing department. But can Leadership be shared in the same way?
Checkout Orpheus:
Every member of Orpheus is a cool leader. Each person is also responsible for the success of the collective.
The result of this collaborative leadership is one of the world's most dynamic and creative chamber orchestra's.
I've talked about distributing responsibility for Marketing beyond the marketing department. But can Leadership be shared in the same way?
Checkout Orpheus:
The Orpheus Chamber Orchestra is a world-renowned, Grammy Award-winning, conductorless, classical music chamber orchestra based in New York City which is known for a unique style collaborative leadership in which the musicians interpret the music, not a conductor. (Source: Wikipedia)
Every member of Orpheus is a cool leader. Each person is also responsible for the success of the collective.
The result of this collaborative leadership is one of the world's most dynamic and creative chamber orchestra's.
Reader Comments (15)
Yes, this might be true Dave, but in my mind this is an exception to a rule. Cliche: Too many cooks spoil the broth. That is a cliche because it is true, in my opinion.
I also think that music is somewhat of a tough example in this situation. There is a common goal, where everyone realises their integral role in the common good. Music is also highly mathematical and defined in some areas, which allows for people to guide themselves and other through it together. Jazz improv or any improv for that matter is a perfect example of this, a jam session ensues where no one leads, no one follows but everyone knows where they are going, where they have been and where they might stop.
Leadership, as far as I believe is something that is aroused out of necessity.
Orpheus is indeed a phenomenon as Nic pointed out but their organisation isn't as chaotic as it would seem. Democracy has consistently been observed to be the most stable and efficient underlying organisational system. There is always a rotation of guidance leadership & mentoring for various pieces. Defined by the strengths required to achieve success for a project.
It's a more natural & dynamic form of leadership. One that we are seeing more of in Web2.0 in terms of distributed power. Margaret Wheatley is an icon of this counter-intuitive, initially chaotic but fundamentally more sustainable management/leadership strategy. Silo mentality will not serve humanity best if we are to have a future to look forward to.
Leadership styles are defined by their context, for times to come, the time of top-heavy command and conquer has waned.
Yes, this is a rare example, but we can model it and replicate their success to same extent.
For one thing, they have selected their players like a superstar sports team - each person individually strong, but also good as part of a team.... It's about choosing the right people to trust.
Another thing is that they approach each piece of music as a project in itself. This project orientation allows them to select the right mix of people according to which particular strengths and skills are required for each unique situation.
This gives them the advantage of trust and adaptability.
I just read a fantastic book called '7 Day Weekend' by Ricardo Semler, author of 'Maverick'. It's about dismantling the preconceptions of business and achieving a balance between leading and letting people lead themselves. It's amazing what happens when you stop treating your team like children; instead treat people like adults.
Leadership can definitely be shared; it takes a good leader to do it.
While an extreme example, I think the sentiment of the post is really sound.
For me two factors are crucially important. The first is empowering your staff (closely related to FR's comment about treating people like adults). Leadership does not equal decision-making and so transferring responsibility for decisions while equipping the individual to make them has the dual effect of empowering and stimulating the individual and allowing the leader to focus on other important areas.
The second is strategic transparency. While this should be a given, all too often it unfortunately is not. Without clear knowledge and understanding of immediate and future objectives, staff are actually incapable of becoming leaders in a manner that is beneficial to the company.
Unfortunately the absence of these two factors is often a thin veil covering incompetence amongst management.
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